Production is not wealth, and a high income is not financial freedom. This section covers the gap between them: replacing active income, evaluating investments outside dentistry, structuring an exit that isn’t just a sale, and protecting what you’ve built from the deals that look best on the pitch deck. For doctors who intend to stop working at some point and want the math to hold when they do.
Not all debt behaves the same. How to compare student loans, practice acquisition debt, and real estate loans when deciding what to attack.
- By The Editorial Board
Associate buy-ins turn on what is being bought, how it is priced, how it gets paid for, and what happens when partners disagree.
- By The Editorial Board
It’s the kind of conversation that shapes the rest of your financial journey—not just for some mystical future “retirement age,” but for every phase of life.
- By Dr. David Phelps
The transaction is the short part. A working sequence for practice exit planning, from operational groundwork to the final stretch.
- By The Editorial Board
Three things reveal whether an advisor works for you: how they are paid, what duty they accept, and what they can explain plainly.
- By The Editorial Board
A group offer is more than a price. What to examine in the earnings figure, the rollover equity, the employment terms, and post-close economics.
- By The Editorial Board
Profit and cash are different numbers. Where the gap comes from in a dental practice and how to trace where your money actually went.
- By The Editorial Board
Your overhead ratio is a symptom, not a diagnosis. How to calculate it consistently, break it into categories, and find what drives it.
- By The Editorial Board
Most dentists I meet feel pulled between two seemingly opposite paths:
Grow the practice. Add chairs, associates, more production, more capacity. Scale it up, rinse, repeat.
- By Dr. David Phelps
Too many high-income professionals—dentists, doctors, business owners—spend decades building a thriving practice only to default on one of the most important decisions of their life: how to replace their active income.
- By Dr. David Phelps
Not all debt behaves the same. How to compare student loans, practice acquisition debt, and real estate loans when deciding what to attack.
- By The Editorial Board
Associate buy-ins turn on what is being bought, how it is priced, how it gets paid for, and what happens when partners disagree.
- By The Editorial Board
It’s the kind of conversation that shapes the rest of your financial journey—not just for some mystical future “retirement age,” but for every phase of life.
- By Dr. David Phelps
The transaction is the short part. A working sequence for practice exit planning, from operational groundwork to the final stretch.
- By The Editorial Board
Three things reveal whether an advisor works for you: how they are paid, what duty they accept, and what they can explain plainly.
- By The Editorial Board
A group offer is more than a price. What to examine in the earnings figure, the rollover equity, the employment terms, and post-close economics.
- By The Editorial Board
Profit and cash are different numbers. Where the gap comes from in a dental practice and how to trace where your money actually went.
- By The Editorial Board
Your overhead ratio is a symptom, not a diagnosis. How to calculate it consistently, break it into categories, and find what drives it.
- By The Editorial Board
Most dentists I meet feel pulled between two seemingly opposite paths:
Grow the practice. Add chairs, associates, more production, more capacity. Scale it up, rinse, repeat.
- By Dr. David Phelps
Too many high-income professionals—dentists, doctors, business owners—spend decades building a thriving practice only to default on one of the most important decisions of their life: how to replace their active income.
- By Dr. David Phelps