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Howard Speaks: Jay Geier and Scheduling Institute by Dr. Howard Farran, DDS, MBA

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Categories: Practice Management, HR and Accounting;
Howard Speaks: Jay Geier and Scheduling Institute

Do his dental growth systems really deliver?

by Dr. Howard Farran, founder, CEO and editor-in-chief of Dentaltown magazine
Each Howard Speaks article is written by Dr. Howard Farran with the assistance of AI. Every piece is developed, reviewed, and refined under Dr. Farran’s direction to ensure it reflects his authentic voice, insights, and experience.
Jay Geier has built a name in dentistry as a coach who turns practices into businesses, dentists into CEOs, and teams into high-performing units. His Scheduling Institute has been around since the mid-1990s. What began as a simple phone training system aimed at converting more callers into patients has grown into a multimillion-dollar enterprise offering coaching, seminars, marketing tools, and leadership development for private practice owners.

If you read through discussions on Dentaltown or talk to colleagues who have tried his system, one thing is certain: nobody is lukewarm about Geier. Dentists tend to have strong opinions; some are enthusiastic supporters, while others remain more cautious.

The case for Geier
Dentists who are fans say his seminars are unlike any other. They describe them as intense, packed with fresh ideas, and structured in a way that keeps your attention. Several Townies report leaving with renewed energy and determination to lead their practices with a CEO mindset rather than just grinding through clinical days.

The original “New Patient Results/Phone Training System” is still the backbone of his approach. It focuses on how many potential patients are lost at the front desk when calls aren’t handled correctly. Practices that implement the system often see a measurable jump in new patients within the first few months. Some practices report doubling production and collections. Others credit Geier with reshaping their culture, adding structure, and helping them build performance-based incentive systems that keep their teams motivated.

There’s also his emphasis on incentives. Instead of running a practice where 95 percent of payroll is fixed and only 5 percent variable, he suggests structuring compensation closer to 70/30. That way, overhead grows only as the practice does, and employees feel like true partners in growth. When implemented thoughtfully, this can create a win-win for the business and the team.

Challenges and considerations
Not every practice finds the system to be a perfect fit. Some dentists note that the investment can be substantial, especially for newer practices or those still developing their marketing approach. Others mention that the steady flow of DVDs, CDs, and mailed packets can be a lot to keep up with, particularly for smaller teams with limited time to review materials. A few staff members also find the “mystery shopper” phone calls challenging, though these are designed to help identify areas for improvement.

Cost is another consideration. Membership fees can be substantial, and when travel for seminars, staff bonuses, and other extras are added, some practices may find the overall expense difficult to balance against their current revenue. In some cases, practices see measurable gains in patient numbers and production but feel the net financial impact is closer to breakeven after accounting for costs.

There can also be cultural hurdles. Some front desk staff are more comfortable than others with structured phone scripts, and a few doctors have noted that the advice from certification calls doesn’t always perfectly align with written materials. For practices where the entire team embraces the structure, results tend to be stronger; in others, the transition may take longer to gain traction.

Sorting it out
So, does Jay Geier’s system work? The answer depends largely on how ready a practice is to commit. Practices that fully embrace the structure, invest in the culture, and follow through on the training often see significant results. Those who only partially adopt the methods, or who struggle with the financial commitment, may feel the costs outweigh the benefits.

One thing Geier consistently emphasizes is pushing dentists to think like business owners. He challenges doctors to measure, incentivize, and hold teams accountable in ways that dentistry often overlooks. Even many who are cautious about the program acknowledge that this focus on structure and patient experience can be valuable.

For those who find the costs or level of structure difficult to embrace, creating customized systems and adapting best practices independently may be a more comfortable alternative.

Final thoughts
Jay Geier’s programs are designed to push dentists to think differently about their role, not just as clinicians, but as leaders of a business. Many practices credit his systems with helping them become more structured, growth-minded, and patient-focused. At the same time, the time, money, and cultural change required are significant, and practices need to evaluate whether they’re ready to commit fully to achieve the strongest results.

For dentists who are looking for a comprehensive framework and are prepared to lean into accountability, leadership training, and team incentives, Geier’s approach can be transformative. For others who prefer a lighter touch or a more customized path, adapting select best practices from his methodology may feel like a better fit.

In the end, his message remains clear: Answer the phone effectively, invest in your team, build systems that support growth, and embrace your role as CEO of your practice. The question is less about whether the system works, and more about whether it’s the right match for your practice’s goals and resources.

Have you or your colleagues tried Jay Geier’s system, and did the results justify the cost, or did you find other ways to achieve similar growth without such a heavy investment? 
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