The days of dentistry as a “boutique” business are long gone, says Prashant Ohri, president of Henry Schein Canada and Americas (non-U.S.), Global Distribution Group.
For years, many dentists weren’t trained to run a business. Today, they’re expected to standardize workflows, track key performance indicators (KPIs), market online and adopt digital tools—all while preserving the personal connections that keep patients loyal and teams engaged.
“Everybody is competing against a similar patient pool, and whether you’re a group or an individual practice, it’s the same challenge,” Ohri says, especially in urban centres such as Toronto and Vancouver.
Outside major cities, however, the challenges flip.
“In Halifax, the issue isn’t production—it’s capacity,” he adds. “There aren’t enough dentists, so it’s really about having offices and space for patients to come in.”
Whether a dentist is in a small town or a major city, Ohri—who began his role as president for the Americas in January after serving as the company’s vice-president and general manager—says the biggest drag on performance is operational inefficiency, a theme he’s heard from dentists around the world. Alongside systems and software, he adds, culture remains the backbone of an efficient practice.
Four common inefficiencies
1. Scheduling and patient flow
Cancellations, no-shows, and idle chair time—or even overbooking—can all erode productivity.
“The most important piece is getting the patient in the door,” Ohri says. “We all see no-shows, but how quickly can we get those individuals back into the office?”
2. Clinical workflow
He urges practices to develop standardized treatment protocols and consistent communication within teams.
“Inefficiency is what you get when there’s no standard way of doing things,” he says. “Whether you have one office or three, the same principles apply.”
3. Weak data discipline
A dental office, like any business, needs measurable priorities, Ohri says. KPIs can include everything from production to how quickly patients are rebooked.
“Often you’re not able to book that patient at the time they leave,” he notes. “That’s where data-driven insights are important.”
Transparency is key: “The most successful offices are open with their staff and bring them along the journey—where the practice is going, what kind of patient experience they want, and what success looks like.” He recommends integrating analytics tools with practice management systems to monitor performance in real time.
Related: Beyond the drill: How data-driven strategies can elevate your practice
4. People and culture
Turnover remains a persistent challenge, driven partly by changing wage expectations.
“The question is why,” he says. “Culture and leadership play a huge role.”
His advice: define a “north star,” be explicit about values and goals, and create a safe space for feedback.
“Be authentically yourself. When leaders are clear about what they value and how they make decisions, teams align—and clinics run better.”
Ohri urges owners to weigh team experience equally with patient experience. Mentorship, also clear roles and transparent scorecards can lower churn and elevate care quality.
“It’s not just about production,” he says. “Strong practices measure patient satisfaction and team health as seriously as revenue.”
He’s also seeing more dentists embrace philanthropy, supporting both local and global communities.
“I believe more and more dental offices are recognizing the connection between doing good and doing well,” he says. “You can’t do everything at once—but you can prioritize for the next 90 days, measure progress, and then move to the next thing.”
Related: A people-first culture: The secret to a thriving dental team
Opportunities ahead
1. Demand and access
Competition for regular attenders will remain intense in large cities, but there’s still room to grow among Canadians who don’t visit the dentist regularly. Federal initiatives such as the Canadian Dental Care Plan (CDCP) could help shift patient behaviour, Ohri says, with digitally visible, easily bookable practices standing to benefit most.
Related: The CDCP and data: You don’t improve it if you don’t measure it
2. Technology enablement
He sees “technology enablement” as a defining trend.
“Technology will continue to advance and help clinics run more efficiently,” he says. “But when adopting new tools, dentists should look for open-architecture systems that integrate seamlessly with others to avoid vendor lock-in.”
3. Consolidation and entrepreneurship
Corporate dentistry is expanding, but so is ownership among entrepreneurial clinicians building multi-site practices.
“There’s an entrepreneurial mindset among dentists,” Ohri says. “Whether they want one office or four, the trend toward ownership is growing.”
In both models, he adds, success depends on the same foundation: standardized systems, visible KPIs, integrated technology and strong culture.
4. Lessons from Brazil
Outside perspectives can help. Brazil, for example, has one of the largest dental workforces in the world—more than 441,000 registered dentists as of June 2025, according to the country’s Federal Council of Dentistry—but many practices are small (two or three operatories) and face economic headwinds.
“The dental industry there is flat, even slightly declining, due to inflation and economic pressures,” Ohri says. “But Brazilian dentists, like Canadians, are progressive and eager to adopt innovation.”