Senior Practice Integration Advisor Katie Collins, CFP®, TPCP®
For many dental practice owners, adding a new service sounds like a natural path to growth. Whether the opportunity is clear aligners, implants, sleep appliances, or same-day restorative options, the appeal is easy to understand: more comprehensive care, more production, and fewer referrals leaving the practice. But from a business standpoint, adding a service should never be based on enthusiasm alone. It should be evaluated like any other investment—with clear expectations around return, cost, and operational impact.
Where to Start
The first question to ask is not, “Would this be exciting to offer?” but, “Is there enough demand in my patient base to support it?”. The most profitable service additions are often the ones that meet needs your patients already have. If you are regularly referring out implant placement, orthodontic cases, or occlusal appliance therapy, that may signal both clinical demand and lost revenue. Keeping more treatment in-house can improve production while also making care more convenient for patients, which may strengthen loyalty and case acceptance.
Evaluate the Financial Upside
That said, revenue potential is only half of the equation. Every new service comes with startup and ongoing costs. These may include equipment purchases, software, training, supplies, lab fees, marketing, and additional team time. Practice owners should estimate how many cases per month are needed to cover those costs and reach break-even. Even a service with strong production potential can underperform if the volume is too low or the reimbursement structure is weak. Understanding your fee schedule, payer mix, and collection patterns is essential before making the leap.
Consider the Operational Impact
Owners also need to account for the operational realities that impact profitability. A new service may require doctor training, assistant calibration, scheduling adjustments, and changes to patient education or treatment presentation. In some cases, the hidden cost is disruption. If the team is not prepared to discuss the service confidently or if the workflow slows down the day, projected gains may not materialize. On the other hand, when a service fits naturally into your current systems, it can improve schedule utilization and raise production without significantly increasing overhead.
Start Small and Measure Results
A smart approach is to start with a phased rollout rather than a full-scale launch. Test the service with a manageable investment, train the team thoroughly, and track a small set of key metrics: case acceptance, production per case, supply costs, referral reduction, and chair-time efficiency. This allows you to evaluate whether the service is truly contributing to profitability or simply adding complexity. It also gives your team time to build confidence and consistency before you invest further.
Conclusion
Ultimately, the economics of adding services comes down to discipline. The right service can absolutely grow revenue, improve patient retention, and increase the long-term value of your practice. But growth is not just about offering more—it is about offering the right things, to the right patients, with the right systems in place. For dental practice owners, the best expansion decisions are grounded in numbers, aligned with patient demand, and supported by a team that can deliver the experience profitably. When that happens, adding a service becomes more than a clinical upgrade; it becomes a strategic business move.
About the author
Katie works directly with clients to develop a financial plan personalized for their specific situation and goals. She quarterbacks the entire financial picture, often for clients who have never put all the pieces together with one advisor. Her duties include leading client relationships, gathering and preparing data, and implementing the financial plan. Her objective is to provide clarity for clients as they navigate their careers, in dentistry or otherwise, and manage small businesses.
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