Grow the existing locations before opening the next.
The founder’s original practice showed what was possible, but other locations needed a more repeatable way to work. I helped design the operating structure for improving the sites already in the group.
- Business
- Multi-location dental group
- Engagement
- Fractional advisory, roughly six months
The work described here was implemented. The financial targets are shown separately from the results already recorded.
What the business needed.
The founder was considering further acquisitions for a six-location group generating roughly €5.2M in annual revenue. The acquired practices were performing below the original site. Before adding more locations, the engagement examined what was different and how the existing practices could make better use of their capacity.
Where progress was getting stuck.
The approach that made the original practice work had never been translated into a process the other sites could use. Acquiring again would add costs while those differences remained. The first task was to make the founder’s operating knowledge practical for managers across the group.
How I helped.
- I documented the founder’s operating approach and clarified responsibilities, giving managers a more usable basis for running each location.
- I standardized the commercial process and reviewed patient follow-up across the sites, with clinical responsibilities remaining with the practices.
- I directed local acquisition and measurement around the capacity available at each location.
The work delivered and the financial target.
The engagement established a plan and operating structures for improving revenue per location. The model targeted roughly €1.6M per site, or about €9M–10M across the group. Those figures describe the intended financial outcome of the model; the source does not establish that the group achieved them during the engagement.
The €1.6M per-location and €9M–10M group figures are modeled targets. The source does not establish that the group reached them.
Where I took responsibility.
I led the commercial strategy and operating-system design. A paid-media specialist and an SEO specialist delivered local acquisition work to my direction, while the group’s managers were trained to run the commercial process. Clinical care and treatment choices remained the responsibility of the practices.
Could this help your business?
If one location performs well and others struggle to follow, it is worth understanding the difference before buying another site. I can help you turn the working approach into clearer responsibilities and a process managers can use, with targets kept separate from results already achieved.
An anonymized engagement. Figures are rounded from client reporting and engagement records.
