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Episode #1737: The Truth About AI
Guest: Dr. Lior Tamir
Howard talks with Dr. Lior Tamir, who argues that the biggest untapped revenue in most practices is already sitting in the database. Tamir, a practicing dentist who spent more than a decade building marketing technology for consumer brands before returning to dentistry, grew a de novo practice to $5 million in its first seven years and founded The Dental App, a cloud-based practice management platform. His starting point is a widely cited figure: Roughly half of diagnosed dentistry never gets done. He sees that less as a patient problem than a systems problem. Other industries track every open opportunity and follow up until it closes, while dentistry tends to treat an unscheduled treatment plan as the end of the conversation.

High-ticket cases such as implants, orthodontics, veneers, and full-mouth rehabilitation can take five to six follow-up attempts, Tamir says, and DSOs already staff call teams with weekly production quotas to make them. He sees AI agents as the answer for everyone else: virtual employees that identify patients with outstanding treatment, reach out, answer questions, book appointments, and absorb the busywork no one wants. His filter for any tool is whether it makes care more human rather than whether it eliminates a position, since patients choose a dentist by how the office makes them feel, not by an MO they can’t evaluate. His bottom line is that AI augments the team rather than replacing it, letting one treatment coordinator carry far more conversations than any person could manage alone.


Episode #1740: She Is the Boss
Guest: Dr. Ann Marie Gorczyca
Dr. Ann Marie Gorczyca, an orthodontist with 36 years in practice and a Harvard DMD and MPH, makes the case that a practice wins or loses as one team, and that building that team is the owner’s job. Her core tool is a weekly team meeting held before lunch rather than a rushed morning huddle, closing with everyone anonymously scoring the meeting out of 10. Gorczyca argues that most teams stall at their first real disagreement, the “storming” stage, and never reach high performance when people walk on eggshells instead of working it out. She is just as direct about boundaries: The owner makes the final call, keeps a professional distance from the team, and addresses insubordination—even a mild “I’m busy” from an assistant—the moment it happens.