Which phase of dental practice growth have you reached?

Ads Thanki – When should you start your own dental practice? – part one

Ads Thanki explains the four phases of dental practice growth – which is your practice in and how can it reach the next one?

In the ever-evolving landscape of UK dentistry, practice ownership is more than clinical excellence – it’s about navigating the lifecycle of a business. Whether you’ve just acquired a practice or are years into running one, understanding the typical phases of development can support better planning, reduce stress, and help you future-proof your success.

Across the UK, most dental practices follow a fairly predictable path that can be described in four phases. Recognising which phase you’re in enables clearer decision-making and can help avoid the stagnation that often follows unchecked growth.

Key observations across all four phases:

The early stages are often the most energising and engaging
Many practices remain too long in one phase, missing critical growth opportunities
As one stage ends, inefficiencies and operational stress tend to increase
While most practices plateau in phase three, only a minority progress to phase four, where long-term rewards are greatest.

Phase one: foundation (start-up or post-acquisition realignment)

This phase applies to both new practices and acquisitions requiring stabilisation. Typically, it’s marked by:

Owner-led operations: the principal is hands-on across clinical, administrative, and managerial roles
Fluid systems: processes are loosely defined or improvised. Flexibility is high but may create inconsistency
Lean resourcing: limited opening hours, small teams, and cautious spending reflect a ‘build-as-you-go’ mindset.

This period allows agility, but once patient flow and team size increase, the early framework quickly shows strain.

Phase two: structured growth

Once stability is achieved, practices can enter a high-growth phase. In the UK, this might involve expanding private services, adding clinicians, or investing in marketing. Key features include:

Team scaling: roles are formalised, job descriptions introduced, and team capacity increases
Delegation and leadership: practice managers or treatment coordinators relieve the principal of non-clinical pressures
Capital reinvestment: surpluses are directed towards equipment, training, or technology to sustain momentum.

However, unchecked growth can breed inefficiency. Without robust systems, the business may over-rely on key individuals, risking burnout.

Phase three: consolidation and control

Most established practices in the UK operate in this phase. They’re successful and stable, but growth plateaus unless intentional action is taken.

Routine operations: daily activities run predictably, but strategic thinking may take a backseat
Refinement of systems: practices often document policies, automate admin tasks, and align teams around shared goals
Associate-led delivery: expanding clinical provision beyond the principal supports volume without over-reliance on one provider.

Staying too long in phase three can result in complacency. If future growth, exit planning, or ownership transition is on the horizon, moving toward phase four becomes essential.

Phase four: leadership, culture and legacy

This advanced phase is the goal for practices seeking longevity, strong financial performance, and reduced owner dependency.

Strategic leadership: the principal transitions into a leadership role, focusing on team development, patient experience, and business culture
Clinical and operational autonomy: associates and managers run the practice day-to-day, with minimal input from the owner
Maximised value: these practices consistently achieve top-quartile profitability and are well-positioned for sale or group integration.

Few practices reach this level without external support, structured planning, and intentional delegation – but those that do often report higher satisfaction, staff loyalty, and operational freedom.

Understanding your current stage isn’t just an academic exercise. For UK dental professionals, it provides clarity on what actions to prioritise and how to structure time and resources. Whether you’re aiming for expansion, preparing for sale, or simply want a more balanced work-life dynamic, recognising where your practice sits in its lifecycle is the first step toward your next breakthrough.