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Doubling Down on Dentistry

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Categories: Practice Management, HR and Accounting;
Doubling Down on Dentistry 

How Scheduling Institute’s two specialized divisions help dentists strengthen their future

Running a dental practice isn’t easy. There’s just so much to think about, from how to attract top talent during an ongoing staffing shortage to the best way to budget for the rising costs of dental supplies. Dentists are constantly on the go, doing their best to provide exceptional patient care while also shouldering the pressures of running a business. It’s a lot to take on, and can lead to long, stressful days and even burnout.

Still, dentistry offers many opportunities for growth and can be such a rewarding career. While the challenges that come with it might seem overwhelming, you don’t have to—and shouldn’t—face them alone. Jay and Flint Geier, the father-son team behind the Scheduling Institute, a 22-time Townie Choice Award winner, offer dentists support through two specialized divisions, The New Patient Institute and The Practice Growth Institute, providing patient-driven strategies that help dentists take control of their practice, recapture lost opportunities, and create more predictable growth.

The Geier family motto, Jay said, is to “create value in other people’s lives,” and that’s been core to Scheduling Institute. Splitting the company into two divisions allows them to further strengthen the support and coaching they provide.

“It’s our job to grow fruit on their tree,” Jay said. “It’s about humans being the best they can be and helping dental teams fully mature.”

Two divisions, one mission
Like Scheduling Institute, many private practices are family businesses. Jay and Flint are committed to keeping these family businesses alive and thriving, even with the threat of corporate takeover. That commitment helped them see the benefit of dividing the company into two specialized divisions that share one unified mission: help doctors grow their practices, develop excellent teams, and deliver world-class patient experiences.

Flint now leads the original Scheduling Institute, soon to be The New Patient Institute, while Jay concentrates on coaching, a side of the business that’s taken off over the years, through The Practice Growth Institute.

Flint and his team focus on the entire patient pipeline—new patient acquisition, the patient experience, referrals, and compliance—sharing proven strategies that put patients first and help accelerate growth. Jay helps dentists scale, guiding practices through leadership development, practice equity growth, and long-term legacy practice building. Through the institutes, dentists can find support no matter where they are in their journey.

Successful leadership transitions
Flint began his career with Scheduling Institute about nine years ago, but he didn’t start with a leadership role. He began as a trainer.

Over the years, Flint gradually and deliberately earned his role as president, developing his own leadership style and approach along the way. He, of course, had the support of his father—who initially pushed back to make sure Flint understood what he was getting into—as well as various outside mentors and coaches who helped shape who he is today.

Their success story serves as more than inspiration; you can model the blueprint in your practice, whether your child will take over one day or you’re grooming an associate to replace you. They’ve proven that successful transitions are gradual and deliberate, taking years, not months, and require outside mentorship so dentists don’t carry the entire coaching burden on their own.

This model also demonstrates how dentists can protect their family business and transition leadership in a thoughtful way. Jay and Flint are “committed to keeping family businesses alive in the face of corporate takeovers,” which is part of the motivation for the division split.

A focus on customer service
While technology and AI will fuel private practice growth in the future, one of the most important focus areas remains customer service—what Jay describes as a “gold mine of opportunity.” Even as dentists embrace technology, they can’t lose that human touch.

“At its core, humans are what make these businesses,” Jay said. “A lot of doctors forget this human element, this compassion, this sensitivity, is just so important to the success of a practice and the relationship with your patients. You can’t computerize that.” This patient-first approach gives private practices an advantage that corporate groups don’t always match.

Providing exceptional customer service will give dentists a competitive advantage, further protecting these family businesses from takeover and preserving multi-generational legacies. Through the two divisions, Jay and Flint help private practices strike a balance between leveraging technology and keeping that irreplaceable human touch. They’ll continue to innovate while also sharing systems developed in 1997 that are still delivering breakthroughs for dentists.

“That just lights me up,” Flint said, “when you can go out and have that type of result over and over again.”

A bright future
Jay and Flint are excited to see what’s next for dentistry. They’re doing their part to move the industry forward, offering dentists a community they can turn to for support. The institutes provide much-needed stability in uncertain, yet promising, times.

“When dentists apply what we do here to their practices,” Flint said, “it can change their lives. It changes their team members’ lives, their families’ lives. When you put patients first, the rest will follow. It all begins with that first step and the commitment to stick with it.”
Ready to take the first step?
Choose the path that fits your goals:
This content is sponsored by Scheduling Institute and The Practice Growth Institute.
For more information, visit schedulinginstitute.com and practicegrowthinstitute.com.

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