Your treatment coordinator isn’t filing papers. They’re selling life-changing smiles to anxious families who’ve never stepped foot in an orthodontic office before. Yet most practices hand them scripts, demand conversion numbers, and wonder why patients feel like transactions instead of people.

Here’s the truth: TCs who thrive don’t memorize objection responses. They balance three core elements that transform hesitant families into loyal patients. Get this balance right, and you’ll see conversion rates climb, teams energize, and practice culture shift from transactional to transformational.

https://youtu.be/uov4RopVuQg

After that first phone call, your treatment coordinator becomes the patient’s emotional anchor. They’re not processing paperwork. They’re processing fears, hopes, and life-changing decisions.

They sell transformation stories. Every conversation centers on a future smile that will boost confidence for decades, not just straighten teeth for two years.

They set the practice tone. Walk in motivated, and patients feel cared for. Walk in drained, and they sense it before you say hello.

They carry the human connection. Numbers keep the lights on, but without genuine care, patients will shop elsewhere.

Processes keep practices running, but passion creates the connections that close cases.

Passion spreads faster than anxiety. Patients can feel authentic excitement about their transformation. They can also spot when you’re just going through motions.

Purpose means focusing on their why. Whether it’s senior photos, a wedding, or finally smiling in pictures, their reason for treatment matters more than your monthly start goal.

Real stories fuel the role. From tears of joy at debonding to kids who can’t wait to pick new colors, TCs witness life-changing moments daily. That’s the fuel that sustains passion.

Passion without structure burns out fast. Your TC needs systems that amplify their natural connection skills.

Streamline everything patients touch. From scheduling software to financial presentations, every process should reduce friction and build confidence.

Vaccinate against common objections. A day-before call that sets expectations (“You can typically start for $500 with payments under $200”) prevents the dreaded “I need to talk to my spouse” stall.

Design for the patient experience. Every workflow should answer one question: does this make families feel more confident about starting treatment?

Think of passion, purpose, and processes as a three-legged stool. Remove one leg, and everything collapses.

Passion without processes leads to inconsistent experiences and burned-out staff.

Processes without passion create efficient but cold interactions that patients remember negatively.

Purpose without either becomes wishful thinking that doesn’t convert.

When all three work together, problems become team challenges. The result? A dynamic practice culture where everyone wins.

Conversion rate matters, but it’s not the only metric that counts.

Starts per exam remains the gold standard. How many patients offered treatment actually begin?

Observation patient engagement builds tomorrow’s starts. Keep them connected, and they’ll start when ready.

Follow-up persistence separates good TCs from great ones. Most families aren’t juggling multiple consults. If they don’t start, it’s because connection was missed.

No-shows and pending lists tie directly to TC performance and front desk collaboration.

Schedule pre-appointment introduction calls. One five-minute conversation builds trust, reduces no-shows, and addresses common concerns before they become objections.

Hold monthly KPI-driven team meetings. Define clear goals for each role so accountability becomes automatic.

Eliminate front desk versus clinical team divisions. Center everyone on one shared goal: exceptional patient experiences.

Challenge TCs to adopt one improvement monthly. Growth comes from intentional self-development, not annual reviews.

Track and celebrate transformation stories. When TCs see the impact of their work, passion stays strong.

Treatment coordinators aren’t administrators who happen to discuss treatment. They’re patient advocates, trust builders, and yes, smile sellers who fuel practice growth.

But they can’t succeed on passion alone. They need processes that support their natural abilities and purpose that aligns with patient goals, not just practice metrics.

Elevate your TC role to what it’s meant to be. You’ll unlock more than higher conversion rates. You’ll build a practice patients rave about, a team that thrives year after year, and a business that grows because it genuinely transforms lives.

Stop treating your treatment coordinator like support staff. Start treating them like the practice rockstar they’re meant to be.

The post This Is The #1 TC Shift That Separates Elite Practices appeared first on HIP Creative.

Most orthodontists believe growth comes from bigger marketing budgets, more ad spend, and flashy campaigns. But here’s the truth: the fastest way to double your orthodontic practice growth isn’t external—it’s internal.

In fact, according to Flint Geier of the Scheduling Institute, the practices that see breakthrough growth don’t simply market harder. They fix what’s broken inside their systems first.

In this blog, we’ll break down the three overlooked assets sitting inside your practice right now that can double your new patient flow—without spending another dollar on ads.

https://www.youtube.com/watch?v=Sam9m_VfLTg

For years, orthodontists have treated the phone as an afterthought—just a necessary piece of office equipment. But in reality, your phone is your single most valuable profit center.

Consider these numbers:

90% of new patients still call an office before scheduling.

80% of callers who don’t reach you will never leave a voicemail.

Miss 30% of calls? You just lost 30% of potential patients.

Patients decide whether to trust you in the first 60 seconds of a call.

That’s not a marketing issue. That’s a systems issue.

When staff sound rushed, when calls go unanswered, or when parents feel like an interruption—you’re literally handing patients over to competitors.

The fix? Treat your phones like a $10,000 piece of equipment. Audit answer rates, track missed calls, and most importantly—train your team to own the moment.

Your front desk team might not wear lab coats, but they hold the keys to your growth. Every new patient call is a high-value moment that determines whether someone chooses you or hangs up and calls the next orthodontist.

Here’s the reality:

Most practices underestimate their people.

Team members often “go through the motions” without realizing they are the growth engine.

Practices that win train phone skills like clinical skills.

Repetition creates confidence. Confidence builds consistency. And consistency drives new patient flow.

If you want predictable growth, train your team weekly. Role play scenarios. Make practice harder than reality. The better prepared your team is, the easier it will be when real families call.

You’re probably investing heavily to attract new patients, but are you maximizing the families already in your chairs?

Every interaction is a chance to turn patients into raving fans who can’t stop recommending you to friends, coworkers, and neighbors.

Some simple shifts include:

Call it a “welcome area,” not a “waiting room.”

Treat each patient as a person, not a case number.

Connect personally before discussing clinical details.

Create a warm, unrushed environment.

The goal isn’t just straight teeth—it’s creating an experience so positive that families can’t help but share it.

And when patients say, “Thank you, this has been amazing,” don’t just say, “No problem.” Use the moment: “We’re honored to serve families like yours. If you know anyone else who could benefit, we’d love to help them too.”

That simple line can turn gratitude into a referral.

Referrals don’t happen because of one-off campaigns. They happen in moments. That’s why your top 20 referring families are gold mines. Treat them like VIPs—send handwritten thank-you notes, offer perks, and recognize their loyalty.

When you make referrers feel special, they’ll keep sending people your way.

The mistake most orthodontists make? They pour thousands into marketing while ignoring holes in the foundation.

The right sequence is simple:

Master your phones – Answer every call like it’s worth $10,000.

Elevate your patient experience – Create moments worth sharing.

Optimize treatment presentations – Connect before you convince.

Then market – Amplify what already works.

One Invisalign provider in Tampa followed this exact system. In just six months, they doubled new patient starts and monthly collections—without a single dollar of extra ad spend.

If you’re ready to unlock the growth hiding inside your practice, start here:

Audit your phones for answer rates and conversions.

Role play weekly with your team.

Elevate every interaction into a referral moment.

Identify your top 20 referrers and treat them like gold.

The patients you want are already calling.
The team you need is already hired.
The referrers you’re chasing are already sitting in your chairs.

Your next wave of orthodontic practice growth isn’t about more marketing—it’s about fixing what’s broken inside.

Master your phones. Elevate your people. Transform your patient experience. Do this, and you’ll dominate your market while competitors keep wasting money on ads that don’t work.

Want to improve your phones and your team? Contact the Scheduling Institute today.

The post Uncover 3 Hidden Assets In Your Practice appeared first on HIP Creative.

You hire great people. You build solid systems. Yet something still feels off.

Maybe your star treatment coordinator suddenly can’t close cases because the new “foolproof” workflow confuses her. Or your front desk team starts avoiding phone calls because the seven-step process feels overwhelming.

Here’s what’s happening: you’re treating people and processes like enemies instead of dance partners.

The best practices don’t choose one over the other. They create systems that amplify what their people already do well. When you get this balance right, your team performs at their peak and patients feel the difference.

Picture your practice as a boat moving downstream. Every operational gap is a hole letting revenue pour out.

The leaks look small:

But those tiny holes add up fast. Missing just one qualified lead per day costs your practice up to $1 million annually. That’s not a typo.

Most practices try to solve this by generating more leads. That’s like pouring more water into a leaky bucket. You need to plug the holes first.

Tools like PracticeBeacon and Gaidge give you X-ray vision into your practice operations. The numbers don’t lie about where patients slip through cracks.

Track these three metrics religiously:

When one of these numbers drops, dig deeper. Check phone response times. Review follow-up procedures. Listen to how your team communicates with patients.

The data will spotlight exactly where your processes are failing your people.

Stop building processes around individual team members. Build them around roles.

When you create a system for “Sarah” instead of “treatment coordinator,” you trap your practice. Sarah leaves, and your entire workflow crumbles. Plus, the next person feels like they’re living in Sarah’s shadow.

Design role-based systems that give structure while letting personalities flourish:

The goal: systems that elevate both staff performance and patient experience.

Good systems feel invisible. Bad ones scream for attention.

Watch for these red flags:

The best systems work like bowling bumpers. They keep your team in the lane without restricting their ability to aim for strikes.

If a system feels like a grind, simplify it.

Standard Operating Procedures shouldn’t require a PhD to understand. They should provide guidance, not handholding.

Keep SOPs concise and visual:

Remember: SOPs guide decisions. They don’t replace thinking.

This distinction matters more than you think.

Quick diagnostic:

No checklist fixes a poor attitude. No system creates accountability in someone who doesn’t want it. Processes support talent; they cannot manufacture it.

When you spot a people problem, address it directly. Your team and patients deserve better than watching someone coast.

Your onboarding process predicts everything that follows.

Create a clear 90-day roadmap:

Clarity reduces overwhelm. Structure builds confidence. Both help new team members contribute faster and feel valued from day one.

Some team members light up with public recognition. Others prefer quiet appreciation. A few are driven purely by growth opportunities.

Pay attention to what energizes each person:

Tailor your recognition to match their motivation style. A handwritten note often outperforms a bonus when it hits the right person the right way.

Systems only work when they’re alive and evolving. That requires regular check-ins without suffocating your team.

Try weekly huddles where team members report on their key metrics. This shifts ownership to them. They come prepared with updates, solutions, and accountability for their numbers.

You’re not checking up on them. You’re checking in with them.

Pick one process that’s driving you crazy. Maybe it’s follow-up calls, scheduling efficiency, or case acceptance.

Ask two questions:

If either answer is no, fix it. One small improvement creates momentum for bigger changes.

Orthodontic practices don’t grow because of perfect processes. They grow because of empowered people who have clear systems supporting their success.

Stop treating people and processes like competing priorities. When you design systems that amplify human strengths while maintaining consistency, everyone wins.

Your team feels supported, not restricted. Your patients feel cared for, not processed. Your practice grows sustainably instead of chaotically.

Start small. Audit often. Always design with your people in mind. That’s how you build a practice where growth feels inevitable instead of impossible.

The post The Hard Truth About Building a Thriving Orthodontic Practice! appeared first on HIP Creative.

Ever watch a patient nod politely through your treatment presentation, then disappear forever? You’re not alone. Most orthodontic practices accept mediocre case acceptance rates as “industry standard.” Here’s the truth: your 50% conversion rate is costing you over $200,000 annually in lost revenue.

Brooke Oliphant learned this the hard way. As a treatment coordinator following rigid scripts, she hit the industry average and felt stuck. Her breakthrough came when she ditched the fill-in-the-blanks approach and started treating consultations like human conversations. The result? Conversion rates that consistently hit 80% and beyond.

Your consultation process has five hidden friction points that are killing your case acceptance. Fix these, and you’ll transform tire-kickers into committed patients.

Confidence sells. Scripts don’t.

Walk into most practices and you’ll hear treatment coordinators reciting the same rehearsed lines, word for word. The moment a patient asks something unexpected, panic sets in. They freeze, defer to the doctor, or worse, fumble through an obviously scripted response.

Here’s what’s really happening: confidence is contagious, and so is uncertainty.

When your TC loses confidence, patients feel it instantly. They start questioning your expertise before you’ve even talked about treatment. Scripts create this problem by making team members dependent on perfect conditions that rarely exist in real conversations.

Think about your best treatment coordinator. They don’t sound robotic because they’ve moved beyond scripts to frameworks. They have structure without handcuffs. They can pivot when a parent asks about payment options or when a teen shows resistance to braces.

The framework approach works like this: Know your key talking points, understand the logical flow, but speak like a human being who genuinely wants to help. When patients sense authenticity instead of a sales pitch, they lean in rather than pull back.

They already told you three times. Start listening.

Picture this scenario: A parent calls your office and explains their child needs braces. They fill out new patient paperwork detailing the same concerns. Then your treatment coordinator starts the consultation with “So, what brings you in today?”

You just told them their time isn’t valuable enough for you to prepare.

Orthodontics is an attention-to-detail business. When you ask patients to repeat information they’ve already provided, you’re signaling that precision isn’t your strong suit. Why would they trust you to move their teeth correctly if you can’t manage basic information?

Preparation demonstrates clinical competence before the clinical exam begins.

The most effective treatment coordinators read scheduling notes and review paperwork beforehand. They start consultations in the middle of a conversation, not at the beginning. Instead of “What brings you in?” try “I see from your paperwork that Sarah’s front teeth are your main concern. Tell me more about what you’ve noticed.”

This simple shift proves you’re paying attention and sets a professional tone that builds trust from minute one.

Stop saying “just” and start commanding premium fees.

One word can destroy thousands of dollars in value perception. That word is “just.”

“It’s just phase one.” “It’s just six months.” “It’s just limited treatment.”

Every time you use “just,” you’re telling patients the service isn’t significant. Then you present a $5,000 fee and wonder why they seem shocked. You’ve spent the entire consultation diminishing the value of what you’re offering.

Your internal money beliefs leak into patient conversations.

If you think orthodontic treatment is expensive, patients will sense that discomfort the moment you mention fees. Your energy changes. Your voice gets serious. You unconsciously validate their financial concerns before they even express them.

The reframe technique works better. When a patient says “I don’t like to smile,” don’t just acknowledge it. Get excited for them: “I’m so happy you’re here. Let’s get you to a place where you’re confident and excited about smiling.”

Turn their problem into your opportunity to create transformation.

If your doctor spends more than ten minutes, you have two treatment coordinators.

Here’s a scene that plays out daily: The treatment coordinator presents the case, discusses treatment options, and builds excitement. Then the doctor enters and starts over, covering the same ground with different language and potentially different recommendations.

The patient thinks: “These people don’t communicate. How can I trust them with my treatment?”

Strategic handoffs maintain momentum instead of killing it.

The treatment coordinator should introduce something specific about the patient to the doctor in front of them. “Dr. Smith, this is Sarah and her mom. Sarah plays violin and is concerned about how braces might affect her embouchure for her recital next month.”

Now the doctor has context and can build on existing conversation rather than starting fresh. The consultation maintains energy instead of losing steam through repetition.

The “parrot principle” applies here: treatment coordinators must echo their doctor’s language and treatment philosophy. When patients hear consistent messaging, they feel confident about moving forward. When they hear conflicting information, same-day decisions become impossible.

Stop sitting across the desk like you’re negotiating a car deal.

The moment you mention fees, most treatment coordinators unconsciously shift into “sales mode.” They sit straighter, speak more seriously, and create physical barriers between themselves and patients.

You’ve just turned a collaborative healthcare conversation into an adversarial transaction.

The energy shift kills conversions faster than sticker shock.

Smart treatment coordinators maintain the same friendly, helpful energy when discussing finances. They use collaborative seating arrangements and share screens or tablets so everyone can look at information together.

Instead of presenting at patients, you’re exploring options with them. The difference is subtle but powerful. “Doing it together” energy makes people feel supported rather than sold.

When patients feel like you’re on their side rather than across from them, financial conversations become problem-solving sessions instead of negotiations.

Ready to boost your case acceptance immediately? Start with these actions:

Preparation Checklist: Create a simple form for treatment coordinators to complete before every consultation. Include: reason for scheduling, specific concerns mentioned, referral source, and any special circumstances. Five minutes of prep work can increase conversion by 15 percent.

Language Audit: Record three consultations this week (with permission) and count how many times you hear “just,” “only,” or other diminishing words. Replace them with value-building language that emphasizes importance rather than minimizing it.

Physical Setup Review: Rearrange your consultation space so you can sit beside patients when reviewing treatment options and fees. If you’re stuck behind a desk, get a tablet or laptop you can turn toward them for collaborative viewing.

Most orthodontic practices plateau at average performance because they don’t recognize these consultation killers. They blame “price shoppers” or “difficult patients” instead of examining their own processes.

While your competitors stay stuck in mediocrity, you can implement these five fixes and create real competitive advantage. Patients are shopping around more than ever. The practice that makes them feel understood, valued, and confident will win their business every time.

Your consultation process is either building trust or destroying it. There’s no middle ground. Choose to build it, and watch your case acceptance rates climb toward 80 percent and beyond.

Start with preparation. Perfect your handoffs. Choose your words carefully. Your bottom line will thank you.

Want to improve your sales within your Orthodontic practice? Work with Brooke Oliphant personally to transform your practice: https://www.riseuporthocoaching.com/.

The post From 50% to 80% Case Acceptance: The TC Training Blueprint appeared first on HIP Creative.

Every orthodontic practice has blind spots. The difference between the offices that grow and those that stall often comes down to proximity—how close the doctor is to the real issues impacting the business. In this episode of the podcast, we’re joined by Nick Wangler, co-founder of Orthodontic Details, to explore why these blind spots form, how to close the gap, and why proximity is power when it comes to orthodontic practice growth.

When you stay close to your challenges, you see problems sooner, make better decisions, and turn obstacles into breakthroughs. This conversation with Nick offers practical insights and strategies you can use immediately to strengthen both your business and your leadership.

Business relationships don’t work the same way as patient relationships. Suppliers, marketing partners, and banks are not evaluating you on bracket placement or aligner precision—they care about systems, numbers, and results. Over time, your identity as “the doctor” can merge so closely with your sense of worth that acknowledging a business challenge feels like admitting clinical failure. It’s not the same thing, but it feels that way.

This distance from the business side often starts small—skipping a financial report, delegating without proper follow-up, or avoiding operational meetings. These aren’t signs of laziness; they’re signs of cognitive protection. When you’re performing complex orthodontic treatments, your brain pushes aside operational concerns to keep you focused on patient care. Unfortunately, that same protection creates gaps where small problems quietly grow.

The further you are from a problem—physically, mentally, or emotionally—the less likely you are to solve it quickly. Proximity gives you faster awareness, better data, and greater control over outcomes. When you close the distance, you can identify issues before they escalate, spot growth opportunities earlier, and make decisions based on reality rather than assumptions.

Proximity also creates momentum. When you have your finger on the pulse of your practice, you can adapt faster, keep your team aligned, and maintain a competitive edge in a changing orthodontic market. As Nick Wangler, founder of Orthodontic Details, points out, proximity isn’t about micromanaging—it’s about having the awareness to see problems early and act decisively.

The best way to close the gap is to implement systems that keep you close to the truth—without overwhelming your schedule.

Pick one area you’ve been avoiding—whether it’s reviewing your numbers, evaluating your systems, or checking in on team dynamics.

Schedule a short weekly review—just 15 minutes to assess your new patient flow, team satisfaction, and operational efficiency.

Create feedback loops—include patient surveys, team input sessions, financial reviews with your accountant, and regular check-ins with trusted advisors.

The goal is not perfection—it’s consistent proximity. The closer you are to the facts, the faster you can make changes that matter.

Proximity doesn’t just benefit you—it benefits your patients. They expect more than outstanding treatment; they want a smooth, stress-free experience from the moment they walk in until the day they finish care. Delivering that requires efficient systems, clear communication, and reliable processes.

When you apply the same precision you use for bracket placement and aligner planning to your scheduling, billing, and marketing systems, you elevate the patient experience and build a stronger reputation in your community.

One of the easiest places to gain proximity is in supply ordering. Many orthodontic practices juggle multiple vendors, deal with inconsistent pricing, and lose staff time to chasing orders. Nick Wangler and his team at Orthodontic Details solve this by consolidating suppliers into one platform, negotiating better pricing, and providing a concierge team to handle issues—so your team can focus on patient care.

Visit orthodonticdetails.com to see how they help practices nationwide gain clarity, efficiency, and peace of mind.

From blind spots to breakthroughs—the path begins with getting closer to the truth. The smaller the gap between you and your business challenges, the faster you can turn them into growth opportunities. If you want to see true orthodontic practice growth, commit to closing the distance this week. Pick one area, get closer to the facts, and watch how quickly you move from reactive to proactive.

Proximity isn’t just a leadership principle—it’s your competitive advantage.

The post From Blind Spots to Breakthroughs: How Proximity Accelerates Orthodontic Growth appeared first on HIP Creative.

The shocking statistics reveal a disturbing paradox in healthcare: 50% of physicians work beyond age 65 because they have to, despite earning in the top 1% of incomes for over 30 years. With over 400 physician suicides annually and financial stress ranking as the second leading cause of professional burnout, it’s clear that high income doesn’t guarantee financial security for doctors, orthodontists, and other healthcare professionals.

This crisis affects thousands of highly educated professionals who’ve mastered complex medical procedures but remain financially illiterate despite impressive incomes. The result? A generation of healthcare providers trapped in what experts call “golden handcuffs” – looking wealthy on paper while actually running on a dangerous financial treadmill.

Dr. Erik Nilssen, an orthopedic surgeon and financial educator, highlights a critical flaw in medical education: “I personally went to the 27th grade and I never had a class on how to invest or why to invest or what does retirement really look like.”

This educational blind spot is systematic across healthcare professions. Medical schools, dental schools, and orthodontic programs excel at teaching clinical skills but completely ignore business and financial realities. Students spend over a decade learning to treat patients but graduate without knowing how to manage wealth or build financial security.

Teresa Kuhn, a wealth strategist specializing in high-income professionals, traces this problem to its psychological roots: “We’re programmed to be consumers at a very, very young age, as opposed to thinking long term about what lifestyle do you want to live, what outcome do you want?”

The transition from broke medical student to high-income professional creates perfect conditions for financial disaster. After years of delayed gratification and accumulating massive student debt, new healthcare professionals suddenly have access to credit and income they’ve only dreamed about.

Dr. Nilssen describes the psychological trap: “You make nothing as a resident, you’re broke, you have all this debt, and then one day you get a paycheck which is more than you’ve made your entire life… and then you start buying the goods and feeling good and lifestyle creep kicks up and now you’re stuck in this system.”

The mathematics are brutal. When professionals reach their 50s and 60s wanting to retire or reduce their workload, many discover their balance sheet cannot support their lifestyle. This creates a vicious cycle where high earners feel trapped by their own success – making more money than ever but having less financial freedom due to high fixed costs.

The connection between financial stress and physician burnout isn’t coincidental – it’s systematic. Current healthcare economics create an impossible equation, as Dr. Nilssen explains: “With insurance companies dropping reimbursements, cost of practices increasing, so overheads increasing, reimbursements are going down. That mathematical equation over time doesn’t add up.”

This financial pressure contributes to an epidemic of professional burnout affecting 80-90% of physicians. The human cost is devastating: “Burnout leads to depression. And then depression leads to what? There’s over 400 physician suicides a year. That’s one a day,” states Dr. Nilssen.

Healthcare professionals often ignore biological realities that affect their earning capacity over time. Teresa Kuhn observes: “When you’re young, you do feel invincible… But physically, biologically, hormonally, it’s not true.” Risk tolerance decreases with age just when wealth-building strategies need to accelerate, creating a dangerous mismatch between financial obligations and earning capacity.

Most high-income healthcare professionals make a fundamental error: focusing exclusively on increasing income rather than optimizing their entire financial system. Dr. Nilssen uses a powerful analogy: “Imagine you have a bucket… Every one of us has a bucket and that bucket has money in it. Unfortunately most are trained to focus strictly on the inflow… They never stop to look at the holes that are coming out of the bucket.”

Those holes represent taxes, unnecessary expenses, and interest payments to outside institutions. The revelation is that professionals can often increase wealth faster by “plugging holes” than by working harder or earning more.

Teresa Kuhn reinforces this with practical mathematics: “A successful orthodontist dentist can bring home half a million dollars a year… 500,000 in 10 years is $5 million. It’s how is that $5 million allocated in a way to build the asset on the balance sheet as opposed to the $5 million going to the cars and the houses and the consumerism trap.”

High-income healthcare professionals often unknowingly serve as “pawns” in everyone else’s wealth-building game. Dr. Nilssen explains: “Think of your practice as a pie… In the center of this pie is the physician. There’s no X-rays taken unless you order it. There’s no procedures done unless you do them… So you’re the center of this whole operation where everybody’s making money off you.”

His solution involves systematic ownership: “I went one by one and said, well, instead of renting the building, maybe I can own a building. Instead of sending X rays over there, maybe I can own the X ray machine… Maybe I can own my own surgery center instead of them making all the money.”

Teresa Kuhn emphasizes building a solid foundation first: “I always use the financial pyramid. I talk about building the foundation first… You’re not going to build a house and have beautiful furniture if you don’t have a great foundation.”

For healthcare professionals, this foundation includes:

Once the foundation is solid, both experts advocate for alternative wealth-building strategies, including using cash value life insurance as a personal banking system.

Immediate Actions (Day 1): Define your actual financial goals beyond just “more money.” Write down what you want and why it matters personally.

30-Day Goal: Implement the bucket analysis – track every dollar going out for 30 days and identify the biggest “holes” in your financial system.

60-Day Goal: Find mentors outside your profession who have achieved financial independence and challenge conventional financial wisdom that isn’t working.

90-Day Goal: Choose and implement one wealth-building system – automate asset building before lifestyle spending and explore ownership opportunities.

The financial crisis among high-income healthcare professionals isn’t a failure of intelligence – it’s a failure of education, mindset, and systems. The same analytical abilities that make someone an excellent clinician can absolutely solve financial problems when applied correctly.

As Dr. Nilssen demonstrates: “I’m 51 and I’m completely debt free. I don’t have any debt at all. And I own everything… I got options and choices… and my kids have options.”

The choice is clear: remain a high-income, low-net-worth professional trapped in golden handcuffs, or become a truly wealthy individual with options, freedom, and security. The tools and knowledge exist – the question is whether you’ll apply the same intelligence that made you successful in healthcare to building lasting wealth.

Remember Dr. Nilssen’s father’s wisdom: “It’s not how much you make, it’s how much you hang on to.” Stop being trapped by your income and start building real wealth that provides true financial freedom.

The post The Secrets About Money They Never Told You In Dental School appeared first on HIP Creative.

Dental practice owners across the country are working harder than ever, with packed schedules and satisfied patients, yet many struggle with profitability problems that seem impossible to solve. Despite strong clinical skills and busy practices, too many dentists find themselves wondering where all the money went when they check their bank accounts at month-end.

The immediate assumption is always the same: “I must be overspending.” Practice owners scrutinize supply orders, negotiate with vendors, and cut expenses wherever possible. But according to Morgan Hamon, CPA and founder of EAG Dental Advisors who has worked exclusively with dental practices for over 15 years across all 50 states, this assumption is not only wrong—it’s preventing practices from solving their real problem.

The counterintuitive truth that could transform your dental practice profitability: The #1 profitability killer isn’t overspending—it’s poor collections.

Before diving into solutions, it’s crucial to understand what dental practice profitability should look like. Hamon is clear about the standards: “If it is a single doctor owner operated dental practice and it’s an established practice, 35 to 40% profit is what it should be. And that’s what we see.”

If your practice falls significantly below these benchmarks, the solution likely isn’t in the expense column—it’s in the money being left on the table every single day. Most struggling practices are losing thousands of dollars monthly not because they’re spending too much, but because they’re failing to collect what they’ve already earned.

When cash flow gets tight, there’s a predictable pattern in dental practices facing profitability problems. The owner’s first instinct is always: “Show me where I can cut costs.” This reaction makes psychological sense—cutting expenses feels controllable and immediate.

But this approach is like trying to fill a bucket with a massive hole in the bottom by pouring water slower. Practice owners address the symptom while ignoring the cause.

Hammond has witnessed this scenario hundreds of times: “The most common pitfall we see is just collection challenges. They’re just not collecting money. And the default go to answer… is always, ‘Why is my overhead high? I’m overspending. Tell me where I’m overspending.'”

The truth is devastating: when practices aren’t collecting money effectively, everything else looks like overspending. Overhead percentages appear inflated because the denominator (collected revenue) is artificially low. Owners feel financial pressure and naturally assume they need to spend less, when they actually need to collect more of what they’ve already earned.

Many dental practices are essentially running “collection-optional” businesses without realizing it. They charge for services, they bill insurance and patients, but the third critical component—actually collecting that money—becomes an afterthought.

This happens because of what Hamon calls the “trust trap.” Most dentists hire someone to handle insurance and billing, then step back with faith that this person knows what they’re doing. The staff member shows up daily, stays busy at their computer, and everyone likes them. But being busy doesn’t mean being effective.

Hamon recalls a dramatic example: “The doctor hired an insurance billing coordinator on day one, but didn’t understand the collection process well enough to properly supervise her work. For the first 90 days of operation, she essentially didn’t collect any money.”

Ninety days of providing dental services with virtually no revenue collection. The practice nearly failed before it started, surviving only by outsourcing collections until the doctor could learn the process and hire someone he could actually supervise.

“I think that whole insurance and billing can be a mystery to some doctors,” Hamon explains. “And so they’ll hire somebody to do it with a lot of faith that that person knows how to do it. That person, they show up to work, they look real busy, they’re at the computer, everybody likes them, but you know what? They’re just not doing it right.”

Sometimes collection problems aren’t dramatic—they’re death by a thousand small cuts, each seemingly insignificant but collectively devastating to the bottom line.

Hamon learned this from a client whose practice was sending excessive patient statements. Staff consistently underestimated patient portions by $20-40 per treatment. Here’s the pattern: A patient pays an estimated $180 upfront. Insurance processes the claim, revealing the patient actually owes $220. The practice sends a statement for the $40 difference.

From the patient’s perspective, they’ve already paid the substantial amount requested. When they receive a bill for $40 more, their natural reaction is: “I already paid you. What’s this about?” Most patients ignore these small balance statements.

“He said, ‘but then there’s always like, you know, 20, 30, 40 bucks, we’re short. And so we send out those statements and nobody wants to send it back,'” Hamon recalls. “I said, ‘of course they don’t. They’ve already paid you the big amount. And they see that 20 bucks, they’re going to say, I’ve already, I’ve already paid you.'”

The math is painful: If this happens with just 10 patients monthly, practices lose $200-400 per month, or $2,400-4,800 annually. Scale across a busy practice, and you’re looking at five-figure revenue losses from what seems like minor estimation problems.

Hamon’s solution is counterintuitive but effective: “Why don’t you have your staff just overestimate a little bit, collect it all and then if you have to send some patient refunds, everybody’s going to be happy about getting 20 bucks back.”

Most dental practice financial analysis focuses on a two-variable equation: revenue minus expenses equals profit. When profit is low, the assumption is expenses are too high. But Hamon has discovered a third variable that trumps both: the effectiveness of practice leadership in managing collection systems.

“I’ve come to the opinion over the years that there’s actually a third component. The biggest influencer of profit is the dentist’s effectiveness at being a business leader.”

Practices achieving consistent higher profit margins aren’t necessarily in better locations or serving wealthier demographics. They’re led by dentists who understand that clinical excellence must be paired with operational excellence, including mastering revenue collection fundamentals.

Key warning signs Hamon identifies for collection issues:

For new practices, Hamon recommends focusing on accounts receivable before profit and loss statements: “If they ask me, like in the first, you know, three, six months, what should I be focusing on? I tell them it’s not your P&L, it’s your AR.”

If practice owners recognize these scenarios, here’s Hamon’s roadmap to fixing the problem:

Week 1: Diagnostic Phase – Pull the AR aging report and calculate total outstanding receivables as a percentage of average monthly production. Anything over 200% needs immediate attention.

Week 2: Process Audit – Shadow the billing coordinator for a full day. Understand exactly how they estimate patient portions, submit insurance claims, and follow up on unpaid balances.

Week 3: System Implementation – Implement Hamon’s overestimation strategy for patient portions. Train staff to collect slightly more upfront rather than chasing small balances later.

Week 4: Monitoring Setup – Establish monthly AR review meetings with specific metrics: total AR, percentage over 90 days, and average days to payment for insurance claims.

The next time practice owners wonder where all the money went, they should resist the urge to immediately cut expenses. Instead, pull the accounts receivable report and ask: “Are we actually collecting the money we’ve already earned?”

This perspective shift can be transformative. Instead of operating from a scarcity mindset focused on spending less, practices can operate from an abundance mindset focused on collecting what’s rightfully theirs.

Hamon’s fundamental business rule is simple: “When you own a business, any business, you have to charge, bill and collect. Two out of three doesn’t cut it.”

The money you’re looking for might already be sitting in your computer—it just needs to be collected. Because the best business strategy isn’t earning more or spending less. It’s collecting what’s already been earned.

The post Turn Your Practice Into a Profit Machine appeared first on HIP Creative.

Your most loyal team member just cost you $50,000 this year. She’s been with you for eight years. Patients love her. She’d take a bullet for your practice. And she’s systematically destroying your new patient conversion without even knowing it.

Dr. Brian Rochford discovered this truth through a flash drive that arrived in his mail from the Scheduling Institute. What he heard on that recorded call made him want to “immediately log off” – not because his team member had bad intentions, but because she had zero training on systems that actually convert callers into patients.

“It was one of our team members who’s still with our team, who we loved, was an awesome team member who I did not set up for success,” Dr. Rochford recalls. “The phone call was the most cringiest thing I’d ever heard. I couldn’t even hardly finish it, it was so bad. Not because of any bad intentions, because of bad training.”

The biggest barrier to practice growth isn’t bad team members. It’s good team members operating without proper systems and training.

You trust your longtime team members. They care about patients. They show up every day with genuine intention to help. But intention without infrastructure creates expensive blind spots.

The false security of tenure tricks practice owners into assuming experience equals effectiveness. Dr. Jeff Goldberg learned this lesson when implementing new phone protocols at his North Carolina practice. “I had some that were here 20, 30 years. ‘I know how to answer the phone. Don’t tell me how to do my job. You know, I’ve been doing it this way for so long, there’s no reason for a consultant to come in and tell me how to do any better. I’ve been doing it longer than he’s been alive.'”

Length of service doesn’t equal skill at patient conversion. Your eight-year veteran might excel at scheduling existing patients but stumble through new patient calls because she’s never been taught the difference.

Intention vs. impact creates the cruelest trap of all. Your team member genuinely wants to help every caller. She spends 15 minutes gathering insurance information, asking about their dog, building rapport. Meanwhile, three other calls go to voicemail because she’s tied up being “helpful.” Those missed calls represent $18,000 in lost annual revenue per call, based on average orthodontic case values.

The “we’ve always done it this way” blindness affects successful practices most. When referrals flow naturally and the schedule stays full, informal systems feel adequate. But informal systems can’t scale. They create what Dr. Rochford calls a “multimillion-dollar lemonade stand” – profitable but primitive.

Dr. Rochford’s flash drive moment reveals why assumptions about phone performance are dangerous. “I was like, you got me. Let’s give him a call,” he says about his reaction to hearing the recorded call.

The power of recorded evidence cuts through the comfort of assumptions. Most practice owners believe their phones are handled well because they see their team’s genuine care for patients. But care without conversion methodology produces random results. Some callers book appointments. Others don’t. Nobody knows why.

Recording reveals the gap between what you think happens and what actually happens. Dr. Goldberg discovered his team was spending precious time on low-value activities while high-value opportunities slipped away. “We were spending 15 minutes on a call trying to get someone’s insurance, talking about their dog, whatever, and the phone’s ringing and then, you know, maybe a missed new patient because they were busy trying to give that one patient service.”

The cringe factor as a growth indicator provides instant diagnostic clarity. If you can’t comfortably listen to your team’s new patient calls, neither can your potential patients sit through them. The emotional reaction Dr. Rochford felt – wanting to “immediately log off” – signals the difference between amateur and professional patient conversion.

The infrastructure vs. intention gap explains why good people produce poor results. Your team member isn’t failing because she doesn’t care. She’s failing because she’s never been taught the specific steps that turn curiosity into commitment. Without a systematic approach, even caring people rely on hope and personality instead of proven conversion methodology.

Every practice owner faces this choice: accept current limitations or invest in systematic improvement. There’s no middle ground.

Path 1: The comfort choice means keeping beloved team members comfortable at the expense of practice growth. You avoid the temporary discomfort of implementing new systems. You preserve the illusion that good intentions equal good results. You cap your practice’s potential at whatever informal systems can produce.

Dr. Goldberg saw practices choose this path. “There’s a company I went to, forgot the name of it, but they would search our text, our copy, and there would be like 40 offices with the same exact copy, both on the website or the ads. And it’s like, you’re not differentiating yourself.”

Path 2: The systems choice requires short-term discomfort for long-term exponential growth. You implement training that transforms good intentions into measurable results. You face initial resistance from team members who interpret new systems as criticism of their current efforts. You commit to consistency even when it feels unnatural.

Dr. Goldberg chose this path despite initial team resistance. “The whole office blew up. Why are we doing this? It was tremendous resistance. And it was kind of like…this is not really an option. You can fight it all you want, but this is what we’re going to do.”

The false dilemma assumes you must choose between team harmony and practice growth. The truth: proper training enhances team confidence and patient satisfaction simultaneously. Dr. Goldberg’s team became competitive about their conversion metrics once they understood the system. “They’re also very competitive, which I thought was great. So that star rating is very good for their personalities where it’s like, I’m gonna get me a five star and I’m gonna do it faster than anybody else.”

Effective phone training doesn’t replace personality with scripts. It provides structure that lets personality drive better results.

The “addition not subtraction” principle ensures team members feel enhanced, not diminished. Dr. Rochford explains: “We brought to our business systems protocols, standard operating procedures for everything. So there is not a question about what you’re supposed to be doing. Here’s what you do, here’s how you do it.”

Clear expectations eliminate the anxiety of guessing what constitutes good performance. Your caring team member can focus her natural empathy on conversion-focused conversations instead of rambling rapport-building that leads nowhere.

Creating measurable standards transforms subjective “be nice” directions into objective performance metrics. Instead of hoping team members handle calls well, you track specific conversion behaviors: appointment booking rate, call duration, follow-up completion, no-show prevention.

Dr. Goldberg’s practice tracks these metrics religiously. “We know that the phones are being handled properly. We got training on what happens after a new patient walks in our door. So how we develop that experience, how we get them to yes.”

The psychological safety of structure reduces team member stress while improving patient experience. When everyone knows the system, performance becomes predictable. Team members gain confidence. Patients receive consistent service regardless of who answers the phone.

Dr. Rochford saw this transformation firsthand. “That has really made it easy to keep the resentment away because people know what they’re doing. They’re either performing well or they’re not. We have data to show, you know, here’s what the expectation was.”

Transform your phone performance with these specific steps:

Step 1: Record and review three random new patient calls this week. Use a HIPAA-compliant recording system with proper patient consent. Listen for conversion gaps: unclear next steps, missing urgency creation, failure to address common objections.

Step 2: Identify the gap between intention and execution. Map what your team thinks they’re doing versus what actually happens. Most teams believe they’re asking for the appointment. Recording reveals they’re hinting at it instead.

Step 3: Choose your path. Accept current limitations or commit to systematic improvement. Half-measures produce half-results. Dr. Goldberg emphasizes: “You gotta commit. The second you say we’re gonna try, you lost.”

Step 4: Implement the champion strategy. Appoint internal team members to own the new system. Dr. Rochford explains: “I had people within our office that I made champions of both HIP and Scheduling Institute and made sure they were the rah-rah cheerleaders.”

Step 5: Track conversion metrics weekly. Measure what matters: booking percentage, call duration, no-show rate, conversion to treatment. What gets measured gets improved.

Dr. Rochford’s practice grew 22 percent after implementing proper phone systems – not by replacing his loyal team member, but by giving her tools to turn natural care into measurable patient conversion. Dr. Goldberg achieved similar results, growing from 900 starts annually to over 1,200 starts.

Your flash drive moment is waiting. The question isn’t whether your team cares about patients. It’s whether you care enough about your team to give them the systems they need to succeed.

The most expensive recording you’ll ever hear might be the one happening on your phones right now. But the most profitable decision you’ll ever make is choosing to do something about it.

Stop hoping your good intentions produce good results. Start measuring them.

Ready to transform your phone performance from cringe-worthy to conversion-focused? Discover how systematic training can turn your caring team members into patient conversion experts. Book a call with HIP and the Scheduling Institute.

The post The Partnership That Could Double Your Practice appeared first on HIP Creative.

Your alarm goes off. Do you reach for your phone or reach for your potential?

Most practice owners start their day reactive, scrolling through problems before they’ve even stood up. But what if the first hour of your day could determine whether you show up as a leader or just another overwhelmed dentist?

Alex Forero, a high-performance business leader, discovered that winning the morning isn’t just about productivity. It’s about energy management that ripples through your entire practice.

The truth: The quality of your morning routine directly impacts your leadership presence, team energy, and patient experience throughout the day.

Here’s what most practice owners get wrong. They think morning routines are about grinding harder. They’re not. They’re about creating sovereignty over your day.

When you wake up at 3 AM, you’re not punishing yourself. You’re claiming the most valuable real estate in your schedule. Those quiet hours before the world wakes up? That’s where leadership presence gets built.

Think about your typical morning. Phone buzzing. Emails flooding in. Family needs. Staff questions. By 8 AM, you’re already behind. You’re reacting instead of leading.

The neuroscience backs this up. Your brain produces the highest levels of cortisol within the first hour of waking. You can either flood that system with stress or program it for peak performance. The choice happens in those first sixty minutes.

Alex puts it this way: “If you don’t win the morning for yourself, how are you supposed to win the day for everyone else?”

Your team feels this difference immediately. Walk into your practice after a reactive morning, and your energy creates a ripple effect. Staff members tense up. Patients sense the rush. Treatment acceptance drops because people don’t feel seen.

But show up after winning your morning? Your presence changes everything.

Most people think affirmations are fluffy self-help nonsense. They’re wrong. Affirmations are neurological programming.

Alex starts every morning with three declarations:

These aren’t random positive thoughts. They’re strategic mind programming. You’re literally rewiring your brain’s default response to challenges.

When a difficult patient walks in, your brain doesn’t spiral into stress. It defaults to energy and solution-finding. When insurance denies a claim, you don’t lose your composure. You maintain that level ten performance.

Your body is your brain’s life support system. Neglect it, and your decision-making suffers. Alex’s morning includes stretching, working out four times per week, and getting sunlight exposure daily.

The connection is immediate. Physical movement increases BDNF (brain-derived neurotrophic factor), which literally grows new brain cells. Those new cells? They help you think faster, stay calmer under pressure, and maintain emotional resilience during fourteen-hour days.

Plus, when you’re physically strong, you model the health your patients want. They see a leader who practices what they preach.

This isn’t about religion. It’s about connection to something bigger than your daily stress.

Alex reads three books every morning: prayers for his wife, son, and daughter. He’s not just checking a spiritual box. He’s creating emotional stability that translates directly to better patient care.

When you start your day focused on serving others, you show up differently. Patients feel it. They sense genuine care instead of clinical routine. That feeling drives treatment acceptance more than any sales technique ever could.

Your phone is an addiction machine designed to hijack your attention. The first hour of your day should be screen-free territory.

Alex keeps all electronics outside his bedroom. No exceptions. The morning hours are sacred space for filling his cup, not emptying it through doom scrolling.

The compound effect is massive. Skip the news. Avoid social media. Don’t check emails. Use that time to program your mind for peak performance instead of reactive stress.

Your team absorbs your energy whether you realize it or not. Alex learned this watching his daughter pretend to be on Zoom calls, saying “I’m helping people today, dad.”

Your morning state becomes their emotional baseline.

Walk in frazzled, and your team operates from stress. They rush patients. They avoid difficult conversations. They make mistakes because they’re mirroring your energy.

Walk in after winning your morning, and everything shifts. Your team feels confident. They take time with patients. They handle challenges calmly because they’re reflecting your emotional state.

The patient experience changes immediately. People don’t care how much you know until they know how much you care. But you can’t care effectively when you’re running on empty.

When Alex’s house caught fire and he lost half his belongings, his morning routine gave him the emotional reserves to reframe the crisis. Instead of falling apart, he told his wife: “This is just a sign from God that it’s time for us to move on.”

That’s what morning victory creates. Unshakeable resilience when life tests you.

Week One: Establish Your Foundation

Week Two: Add Mental Programming

Week Three: Incorporate Physical Movement

Week Four: Fine-Tune and Systematize

Before bed tonight:

Tomorrow morning:

This week:

Your morning routine isn’t self-care. It’s professional responsibility.

Every team member you lead deserves the best version of you. Every patient who trusts you with their health deserves your full presence. That version doesn’t happen by accident. It’s crafted in the quiet hours before the world wakes up.

Alex’s framework proves this: “Your energy that you put out is the energy you get back.”

Start tomorrow. Your practice, your team, and your patients will feel the difference immediately.

The question isn’t whether you have time for a morning routine. The question is whether you can afford not to have one.

Your move: Set that alarm thirty minutes earlier tonight. Your future self will thank you.

The post Win the Morning, Win the Practice: How to Lead with Energy appeared first on HIP Creative.

In today’s competitive landscape, patients expect excellent clinical results. A straight smile is the baseline, not the differentiator. What truly sets your orthodontic practice apart is how patients feel from the moment they walk through your doors. Dr. Brice Gilliam calls this approach “unreasonable hospitality,” the idea of exceeding expectations so patients feel genuinely seen, valued, and appreciated. While many services are going virtual, in-office hospitality can be your greatest competitive edge.

“When you care unreasonably about how people feel, that’s where the real magic happens,” says Dr. Gilliam. When leadership prioritizes hospitality and the team delivers it consistently, patients become loyal fans and organic marketers. As Mark Twain said, “The secret of getting ahead is getting started.” Begin with one thoughtful gesture today. Build a practice that thrives on unforgettable experiences tomorrow.

The post The Customer-First Secret Orthodontists Are Missing appeared first on HIP Creative.