u/ThelIIusion0fSeIf

Those of you who purchased a practice/building, just out of curiosity - did you find out anything that wasn’t disclosed or deceptively presented by the seller after the sale went through? I know we do a lot of due diligence and hire professionals but I can imagine you can’t catch everything. What caught you off guard (financial manipulation, equipment suddenly breaking, failing work, deferred building maintenance, staff issues, etc.) and what did you do about it? Was the seller ever contacted afterwards? Were there any warranties in you Purchase and Sale agreement that helped protect you?

EDIT: I find it interesting the only poster who has told me warranties are boilerplate is the dental attorney while the dentists on here basically have a "buyer beware" mantra as they fully intend on either fucking over and/or getting fucked over by other dentists. It's just strange buying a $20k used car automatically comes with strict legal protections to protect buyers from unscrupulous sellers but buying a practice worth 50x that value which is tied to your livelihood doesn't come with any sort of protections. It reminds me of when I was at a conference and there was a younger grad at our table who was seeking advice on not receiving their last two week paycheck from their associate position. The other six dentists at the table just said "yeah, just deal with it and move on" because apparently that's where we are at as a profession. Dog eat dog.

Who would anyone recommend for a large multi-doctor partnership who want to raise their contracted reimbursements with different PPOs or strategize into dropping some entirely? If anyone has any personal recommendations with unlock the PPO, PPO profits, or any similar services I'd like to hear some feedback on how you navigated this aspect of your practice. I think the more we all work together, the harder it will be for insurance companies to stream roll over doctor owned small businesses.

Just curious about opinions here. If someone had a gun to your head forcing you to pick one or they'd shoot (and if you say "both" they'll pistol whip you to death instead) which are you picking and why?

Took a CBCT on a patient for #19 implant. Everything is healing well and the patient is asymptomatic. There is a small (maybe 2mm) sliver of root tip left in the distal root socket with no signs of infection. The implant can be placed without any contact with the root tip and I'm just weighing some options here for the patient. Would you insist on them having the root tip removed or place the implant so it's not contacting it?

I usually never had a problem with staff showing up late, taking off early or calling out the morning before however it's starting to become a trend I want to get ahead of before it gets even worse. Just out of curiosity, what is your office attendance policy? Obviously things come up and we're all human beings with lives outside of work but there has to be a standard. How much vacation, PTO, sick leave, etc. do you typically give your staff or is it variable based on their contract negotiation? How many unexcused absences do you allow and what is your escalation protocol (verbal warning, written warning, termination, etc.) when you have someone consistently violating it? The biggest issue isn't a vacation someone plans a months in advance. The biggest issue is a hygienist calling out sick every other week the morning of and having to reschedule that entire column. An assistant blocking out their afternoon on their own because they have errands to run. Issues like those that disrupt the day, unfairly shift the burden on those who consistently show up and losing the same production that pay for the raises they expect. I usually don't see it as a problem until I notice and then it's a very direct meeting before they start facing consequences. I was wondering if anyone has a standardized attendance policy that they've seen great results with. Thanks.

What are you guidelines for allowing a patient to have a routine cleaning without any anesthetic when it comes to blood pressure? At most I'd just tell them to contact their PCP and document everything but allow them to proceed. Nowadays, I'm noticing a lot more hygienists are quick to dismiss patients for having a BP they aren't "comfortable" with doing a cleaning on.

General question here. I just bought a practice and have some startup expenses as well as some recurring expenses that need to be addressed before I setup a business credit card. My questions are:

1. Can I use a personal credit card for business expenses, print out the specific business expense receipts and submit only those (as opposed to ALL expenses on that card) to my accounting so they can deduct it as an expense?

2. Am I able to do this with insurance premiums (disability, healthcare, malpractice, life, etc.)?

3. Does the processing fee charged on those personal credit cards basically make the whole thing a wash? For example, if I pay $500 for my annual license renewal using my personal card with 2% cash back but there is a 3% fee associated with the expense and any additional accounting fees involved - does it make more sense to write a check or transfer it directly from my bank account?

I'll be writing my CPA these same questions but wanted to know what everyone on here thought. Thanks.

Just out of curiosity - how often do cases you diagnose and treatment plan end up in another provider's column? It could be the owner of the practice or another associate. Not looking for any hard data but just a general sense of what is acceptable across the board.