If you want to grow your practice, you need data. But which numbers should you track, and why? To help you answer those questions, Kirk Behrendt brings back Miranda Beeson, ACT’s director of education and amazing coach, to share the top three KPIs you need to know and what to do when your numbers aren't great. Take your practice from red to green! To learn the secrets to transforming your practice, listen to Episode 673 of The Best Practices Show!
Episode Resources:
Links Mentioned in This Episode:
Register for ACT’s To The Top Study Club (April 19, 2024 and April 26, 2024): https://info.actdental.com/golden-ticket
Download ACT’s Roadmap to Practice Profitability: https://www.actdental.com/free-resources/money-tool
Download ACT’s PPO Roadmap: https://www.actdental.com/free-resources/ppo-roadmap
Download ACT’s PIT Stop: https://drive.google.com/file/d/14RC6hKURo0wu0qJmTAYtt-XEPVnwpKA4/view?usp=drive_link
Watch Episode 664: Winning With Data – 7 Practice KPIs to Illuminate Practice Health – Robyn Theisen: https://www.youtube.com/watch?v=80Zrm8oLMS0
Main Takeaways:
Know your production.
Know your write-off percentage.
Know your collection percentage.
Know the countermeasures to apply.
Quotes:
“A thriving practice relies on key data metrics in order to have an objective representation of what's happening in your practice and the performance of your team, and not basing it on feelings. A lot of times when we're looking at data, the immediate thought we have is towards money and profitability — which, don't get me wrong. I want nothing more than to help people be as profitable as possible. But sometimes, what someone is aiming towards might not be profitability. It might be one of the things we talk about, which is working less days but maintaining our profitability. And so, whatever the outcome is that the practice is moving towards, the data and the metrics are what help us to know if we're on track or off track.” (2:57—3:37) -Miranda
“We're going to start with production as our first KPI that we're talking about countermeasures for. So, if you have a production goal that you've intentionally set for your practice per day, per month, for the year and it's off track, we have to look at strategic ways that we can work effectively to shift or change that. The very first thing that I would say as a countermeasure here is performing a fee analysis, taking a look at your fees — especially if you have not in a long period of time. I would say at least once a year, evaluating your office master fee schedule and comparing that to a national database or your regional average.” (7:37—8:19) -Miranda
“It's amazing to me how many people don't put in their master fee schedule. They're putting in something else, or they don't even know what it is. You should always be billing out your full fee — even if you're 100% PPO — because you can show patients the difference. You can see the difference.” (9:09—9:26) -Kirk
“The other inherent challenge with gross production is that you have all these friends from high school, and you have a big family — all these people that ask you to do dentistry for free. And you say, ‘Don't put it in the schedule. It's my sister. I'm just going to prep her uppers today,’ all day, and there's no production at all today. So, you have to put everything, all the time, in the computer at full fee so that you can account for your time and growth potential.” (9:31—9:59) -Kirk
“I go to a lot of conferences. If you're listening to this podcast, you do too. You go to some conference, and some dentist goes, ‘Well, I produce $1.8 million,’ and it’s one doctor. And you think, ‘Oh my gosh, $1.8 million.’ Well, two practices that both produce $1.8 million where one practice collects all of it and one practice writes off 33% of it, it's not the same deal. One practice has a lot of money. The other practice has no money. The practice that's writing off 33% . . . you're working one out of every three days for free! You come home, you look at your significant other, and you go, ‘Honey, I'm doing this for us.’ And your significant other says, ‘Thank you so much, because you're working so hard for nothing,’ type of a thing. So, I'm having fun with you here on this podcast — but it is no fun to work that hard and not make money.” (10:11—11:12) -Kirk
“I was talking with a client recently, and she is primarily contracted with insurance. It's like, ‘Well, why do I need to raise my fees? I'm going to be writing it off anyway. It's just a bigger write-off that I'm going to end up showing on paper.’ But what I shared with her is, when you do go to renegotiate your fees with the insurances that you're contracted with, if you're renegotiating and they're looking at your master fee schedule and you're in the 30th or 40th percentile for your region, they don't feel a need to raise your contracted rate. So, there are two different pieces to what you just mentioned. One is, always bill your full fee. I agree 1,000%. Always make sure that what's being posted in your office is your full fee, not the contracted fee. A lot of times, what clients will share is that they send the full fee to insurance. But that's very different than posting and billing your full fee because, again, the patient doesn't see that, and it's not indicated within your software as your master fee schedule for future planning purposes.” (11:40—12:42) -Miranda
“Step one, do a solid fee analysis on at least an annual basis. And if you find yourself in the 40th or 50th percentile and you know in your heart that you are in the top 90% in your area in terms of the services that you provide and the care that you provide your patients, you have to incrementally make changes and raise those fees to where you do get closer and closer to what you believe your true value is.” (12:43—13:08) -Miranda
“To boost your production, another thing to do is two things around non-covered services. One, if you do live within an area that allows you to charge your full fee on non-covered services in terms of your state legislation on fee capping, then most certainly charge your full fee on those non-covered services. I'm going to say to do your due diligence, because in your state legislation, there are some insurance plans that if you are contracted with self-insured plans that are part of larger conglomerates like a Walmart or Coca-Cola, really big organizations, you actually have to follow their guidelines. But if you can look at your state legislation, determine if you have fee capping legislation or not — and certain or most insurance plans, you can, in fact, charge your full fee for things like an occlusal guard, if it's a non-covered service, or an implant, if it's a non-covered service within their plan. So, that's one aspect of looking at how non-covered services can benefit your practice.” (13:32—14:36) -Miranda
“The other [way to boost production] is continuing to build on skills and services that fall outside of insurance parameters. So, when we're looking at services around clear aligner therapy, whitening services, veneers, things of a cosmetic nature, if that's something that interests you — when we're looking at sleep and some of the things that are happening in the world of sleep right now, some of that falls outside of insurance parameters. So, looking at services that you can build into your practice that do fall outside of those common insurance reimbursement procedures.” (14:36—15:11) -Miranda
“[Another way to boost production] is maximizing hygiene services. As we know, the hygiene department — being a hygienist myself — we're a major influence in the productivity of the practice by way of the procedures that we are performing ourselves, diagnosing and treatment planning, treating periodontal disease, also in our treatment presentation and really queuing up services for our doctor in order to help the doctor and case acceptance. So, looking at systems and processes within your hygiene department that help to maximize not only the care that your patients have exposure to — because if we do improve our periodontal protocol and our periodontal diagnosis with patients, treating more and more patients who have periodontal disease, signs and symptoms and active disease, we're not only making them healthier and providing a better level of service, those are more productive procedures for your hygienist to be performing. And so, you're going to see the production per visit and production per hour of your hygiene team escalate over time, the more we incorporate those services. And what you say all the time, Kirk, is the more we focus on being healthy periodontally, the more patients commit to restorative procedures as well.” (15:23—16:45) -Miranda
“The other thing we want to maximize to keep production rolling is our schedule efficiency. So many practices that come into coaching, they're coming to us for a reason. One of those is they know they may not be as efficient as they can be. And so, when we're really intentional with ideal day block scheduling, looking at what we need and want to produce in order to meet our goals on a daily and monthly basis, then we can build a schedule daily and weekly that helps us to meet those goals consistently. When I work with teams around this, the thing I tell them first is, number one, you have to know what you want to be producing every day to get where you want to go. From that, we can start to build out the blocks within our schedule that provide the appropriate types of services to not only meet the needs of our patients and the frequency in which they need these services provided, but also consistency in our ability to produce.” (17:20—18:16) -Miranda
“There's nothing worse . . . than a doctor leaving at the end of the day feeling spent, totally exhausted, wiped out, driving home with the radio off because they've been burnt for this whole day. And then, it was like $1,000 of production. They were roller skating from room, to room, to room and produced next to nothing, and they're wiped out.” (18:16—18:42) -Miranda
“When you're wiped out, it lends itself to bad behaviors. That's when a glass of wine tastes so good on a Monday, and a second one tastes even better. You start to reach for that third one — you know you're compensating for other things. When you're wiped out, it lends itself to bad conversations, bad habits, bad everything.” (18:47—19:09) -Kirk
“People are out there teaching, ‘Expand capacity. Open up an operatory. Add, add, add, add.’ That is not expanding capacity. Adding ops is not expanding capacity — it's just adding ops. Adding hours is not expanding capacity — it's just adding hours. When you talk about maximizing schedule, everyone would agree, the schedule is one of your greatest allies in growing production. But you don't need more hours — you need better hours.” (19:27—19:54) -Kirk
“When you get the schedule right, your team understands it, you'll be shocked by how much more you can produce in the same time or less.” (21:27—21:36) -Kirk
“I love when a client says to me, we get on a call [and I say], ‘Tell me a celebration.’ ‘Oh, I had the best day today. I feel good. It's already three o'clock, but I could go a couple hours if I need to.’ I'm like, ‘Tell me what was in your schedule today.’ And they're like, ‘Well, I had a three-hour prep this morning,’ and they go through the day, and they tell me what was great about it. I'm like, ‘So, why can't we build your schedule so that you feel like that nearly every single day? If those are the things that you love to do, and you didn't end up rushing around at the end of the day treating three emergencies, well, guess what? Let's not put emergencies in your afternoon anymore, if that drives you crazy.’ I think that sometimes we feel like because we have to accommodate our patients that we can't also accommodate our own selves. It's just like on the airplane — put your mask on first before you put the mask on others. We have to practice self-care. To me, that's schedule care. When we're taking care of our schedule and we're taking care of ourselves and our team, then we can intentionally place patients into the appropriate places.” (21:38—22:43) -Miranda
“We can still accommodate and serve [patients] in a very reasonable timeframe. I actually was talking to a client about this, and they do accommodate patients. They’ll squeeze them right in the next day. They break their own blocks, ultimately. I'm like, ‘Being nice isn't always being nice, Doctor. You're being nice to that patient, and that does feel good. But you're not being nice to yourself. You're not being nice to your assistant who had to work through lunch. You're not being nice to the patient after lunch who had to wait, but they showed up on time. And so, ultimately, if we take good care of our schedule, maximize the efficiency of the services that we're providing, not only are we going to produce more consistently and have a lot less of that fluctuation, we're also going to feel better. And ultimately, that's what we as coaches are trying to help people do, is to be able to live a better practice and a better life, to feel like you can go home at the end of the day and be fully present with your family and not have to sit in your driveway and decompress before you walk through the door.” (22:43—23:43) -Miranda
“The next [KPI to know] is write-off percentage. That's where we talked about our gross production, that badge of honor that people show up wearing at the trade show when we know, ultimately, someone could very well be writing off 30% or upwards of 40% of what they're gross producing. So, it's really important to know our write-off percentage. What percent of our full master fee schedule are we writing off of the services that we provide? And so, step number one as a countermeasure is, if you don't know this information, learn this information about your practice. That's step number one. If I asked you what your write-off percentage was and you don't know, countermeasure number one, run a report and figure it out. That's the starting point here.” (24:30—25:20) -Miranda
“We're not saying that everyone has to get out of PPO participation, but we can see what it does, and it changes people's lives. And so, step two here, a countermeasure to consider is reducing your participation in PPO plans. We look at the average amount that a doctor is writing off, and it is upward of 40%. That's nearly half of your work week that you're working for free. Your team is giving effort and energy, and you're not seeing the reward from that.” (25:24—25:54) -Miranda
“You can't just go crazy and say, ‘I'm going to drop all my PPOs!’ because that won't work. It definitely has to be strategic when you're looking at how you're going to step away from those contract restrictions.” (26:06—26:18) -Miranda
“Everyone talks about selling out to the DSOs and all this kind of stuff. When you're working with that many insurance companies, they own your practice. They own your time. They own your fee schedule. And part of why you became a dentist was the freedom of choice — freedom of choice to do procedures, to do what was in the best interests of patients, to manage your time well, and to bill your full fee.” (26:22—26:47) -Kirk
“If you're really going to be a great business owner, you have to increase the percentage of people that pay your full fee.” (26:56—27:03) -Kirk
“Another countermeasure for write-off percentage is outside of that PPO realm. We also have other things that we're writing off within the practice. So, this is where we talk about, it doesn't have to be, ‘Go fee-for-service, Doctor,’ although we can help you get there. If you are still contracted with insurances and you just want to look at, ‘How can I reduce this write-off percentage?’ there are a couple of things we want to look at. One is elective adjustments. The other is, if you do have a membership plan, what are the adjustments that are happening and the write-offs that are happening for that membership plan? So, step one, when we're looking at elective adjustments, a countermeasure to jump right into is looking at what adjustment types you have set up with your practice management software, and then making sure that they are specific enough that they're accounting for all the different ways in which you give away your dentistry and your time. And there's nothing wrong with doing that — but there is something wrong with not knowing what you're giving away.” (27:27—28:25) -Miranda
“I'll see in practices, “professional courtesy”. So, you'll have an insurance write-off, and then everything else is a professional courtesy. But within that realm, we have so many different reasons for which we've applied that professional courtesy. It’s just the default in our software. So, we have to look at things like — I love a doctor-applied courtesy. So, when a doctor is being generous with their time, skills, and services and they decide they're going to offer a courtesy to a patient or, ‘I'm going to do that one for free,’ go for it, Doctor, if you're altruistic and that fills your bucket. But let's account for that as a particular adjustment type so that at the end of the year we can actually analyze, or at the end of the month, even, how much are we giving away with those doctor-applied courtesies.” (28:27—29:14) -Miranda
“There are other things that we do within the practice as well when we're honoring a previous treatment plan. Maybe we've raised our fees and we've agreed that for a period of time we're going to honor a treatment plan for 45 days, or whatever it may be. Or possibly, we do a lot of redo dentistry. Maybe we have associates in the practice and they're still learning, and so some of the dentistry has to be redone, and we're coding that out as an adjustment. Well, let's code it out as the appropriate type of adjustment so that we can see how much those challenges with our skill set are impacting our dentistry, overall. So, I think it's really important to take a look at your adjustment types that aren't insurance or membership plan related and break those out as specifically as you can so that you can track for and run reports to measure where you might be able to make small, incremental changes over time.” (29:14—30:07) -Miranda
“Collections percentage is the next KPI that we would want to talk about. How could we apply countermeasures if we are realizing that we're off track for our goal for collections? I'd be the first to tell you that I think everyone's collections goal should be 100%. We want to try to collect 100% of what we produce. That should be everyone's goal. I know we also talk about a range, anywhere from 98% to 100% is ideal. That's a good spot to be in. But why not shoot for 100%? And so, when we're looking at that collections percentage, if we're at 91%, 92%, 95% and we're reporting on that week after week, or month after month, and we realize we're not hitting that goal, we have to start doing something differently in order to affect change.” (30:54—31:40) -Miranda
“One thing that you can do is establish a financial policy within your administrative department. I really like having a financial policy that is outward facing to your patients, and then having a much more robust and detailed version of that financial policy that is inward facing for your administrative team. And when I mentioned a financial policy, what I mean is we make it very clear to our patients when they join our practice of when we expect payment for services, how we're going to be able to help you manage that payment, what types of payments we accept, and looking very clearly at that, not just putting it right in the middle of the new patient forms that get emailed, but actually having a conversation at that first appointment and reviewing that together with the patients so that they're very clear on what the expectations are here in the practice. I cannot tell you the number of times, working in the front office, that someone would say, ‘Well, I didn't know I was going to have to pay that today.’ If we can put that expectation very clearly in front of them from the beginning, that is avoided and we won't have that conflict. What I will say is the team has to know what that is though, as well, your administrative team, and they have to be able to support that.” (31:41—32:54) -Miranda
“I have several teams that are over 100% in their collections, consistently over 100%, because they've implemented strategies. Because they had an internal financial policy, the administrative team who is asked to collect money knows, this is how we do it, when we do it, and when we have large procedures, we reserve a portion of that fee. We request that as a refundable deposit to reserve that time. And so, now, the next system we're going to talk about, AR, we're collecting past-due balances and we're pre-collecting for services that we haven't even performed yet. So, we are at 103%, 104%, 106% on a consistent basis.” (34:07—34:49) -Miranda
“Whoever is collecting money in your office has to be confident at asking for money. It's very, very important to look at who is in that seat in your practice that's going to be asking for payment and ensuring that they are someone — and Ariel and I will often say this; Ariel, one of our awesome coaches. We have to be a little sweet and spicy. You have to be kind, but direct, and ensure that you're receiving the other end of that expectation of payment at time of service.” (34:58—35:26) -Miranda
“[Make] sure that at the morning huddle, while each clinician has to be responsible for bringing important information to the huddle about the patients they're seeing that day, the administrative team has a responsibility as well of taking a look ahead at who's coming in and making sure that everyone knows if there's someone who owes us money and that they have a plan for like, ‘Mark a dollar sign on Joe Schmo because Joe has to stop and pay me before he goes back. I've been working really hard to collect on that.’ And then, same thing at the huddle, if your clinical team is telling you and recapping on their patients that someone has a treatment plan that we presented last time and they might be ready to move forward today, as an administrator, I'm going to be ready with that treatment plan, with the reservation fee that's expected ready to go so that we're set up for success to have a higher likelihood of closing that treatment and going ahead and collecting on as much of that service as we can. So, it's really important to make sure that everyone is present at the morning huddle. Every department is important because we have to be able to cross-communicate. And we all know, in a dental office, the only time that's going to happen is if we make that happen. If we do it first thing in the morning when we're all ready for the day, and everyone knows, ‘Nope, that person, I can't take back,’ and then we hop on the radio, ‘Hey, Miranda. Did you have a chance to talk to Joe? I'm ready to come get Joe.’ ‘Yep, we are good to go. Come and get him.’” (36:05—37:30) -Miranda
“If you're not doing a huddle, you need to do a huddle. And if you're telling yourself while you're listening to this podcast, ‘Our huddles look terrible,’ that is your fault. You are the steward of your practice. You can't tell yourself that kind of story. You have to say, ‘Our huddles are amazing,’ because that's the fastest way to fix the practice, is before you get started. Everybody is on the same page. You can connect dots. When it's done really well, you'll be amazed by how much better the schedule is, how much better the financials are, how people feel about what happens during the day. A well-run huddle will make these numbers better.” (37:32—38:12) -Kirk
“[One more important piece on collections is] the PIT Stop, which is that handoff that happens from the clinical team member to the administrative team member when they're finished with their appointment. What I would say the worst version of this would be is, ‘Okay. Bye, Susie. See you next time,’ and Susie walks right out the door. We have to stop our patients and have an interaction with our front office team when an appointment is over. It happens quite often in the office where they didn't have any treatment scheduled, and so they can go ahead and head home. But wait — they might only have 80% coverage on their X-rays. Or what if we know that they've met their max for the year, administratively, and so they actually have to pay in full today for their appointment? And now, we've just let Susie walk out the door.” (38:16—39:05) -Miranda
“It's super important to make sure that when we finish our care at the back, when we stop up front to talk to our administrative team — and with our PIT Stop, we talk about sharing very specific information from that appointment to make sure that, one, the information that's passed from the clinician to the administrative team member is very useful, and two, so that the patient hears repetitively what we did today, what we're doing next, why we're going to do it, building value in the care that they received. And now, we can either present treatment and collect right now, or collect that reservation fee because there's value, or we can collect on whatever it is that they owe for today. And maybe they don't, and we just get to say, ‘Susie, have a wonderful day.’ But if we don't stop and make that connection with the administrative team, we do have the potential to lose out on some of our collections. This is probably one of the biggest things I see is, ‘Well, they have insurance, so I just let them go.’ But more, and more, and more insurance plans are starting to customize the benefit that they are providing on services. It's not the same as it used to be where everybody has 100% on their hygiene services and their X-rays. There's a lot of variation now within plans, at 60% on periodontal maintenance, or 80% on periodontal maintenance. And so, there's usually a portion that the patient does owe. If we don't collect that today and have that PIT Stop or that handoff exchange, then all that's going to do is fall into our accounts receivable and we're chasing it down from that point forward.” (39:05—40:41) -Miranda
“PIT Stop is Procedure, Investment, Time. A lot of our offices, it's one of the most important systems you'll create in your dental practice. I have a lot of offices all over the country, they have these pads, and it says P with a line, I with a line, T with a line. Now, you might think that's pretty rudimentary, and it is. But there are some doctors that call audibles on treatment. They're like, ‘I just did the tooth next to it today,’ and you leave the person at the front to hang out to dry. They have no idea what's going on. We usually pull a pin on a hand grenade and say, ‘Good luck with that!’ No, we've got to set them up for success. It's also about communicating clearly with the patient. ‘I'm going to take you up to the front, Mrs. Jones. Here's what we did today. Here's what we'll be doing next time. Your next appointment will be a three-hour appointment. I do these appointments, or our doctor does these appointments, at 7:00 a.m. I'm going to take you up to the front, and Miranda is going to find a nice 7:00 a.m., and you can expect to leave by 10:00.’ See how I'm setting her up for success instead of saying, ‘Good luck’?” (40:43—41:41) -Kirk
“I'm a big fan of elegant handoffs, like, really well-done handoffs. One of my favorites is that everybody should be looking at four sets of eyes. Nobody should ever be looking at two eyes, which means you just leave the patient there, and you're like, ‘Hey, good to see you. Bye-bye,’ and then you take off, and then you can see the patient, if you're an admin team member, they’ve got one eye going one way, one eye going the other way. They have no idea what's going on. When you've got the chairside assistant, or whoever is doing the elegant handoff, and everybody is looking at two sets of eyes, you, as an expert, know when somebody is off, and you'll go, ‘Okay, wait a minute. Let's get on the same page before we move to the next step.’” (41:44—42:23) -Kirk
“The logical progression of a PIT is critically important to the brain, because if you're talking to me about four crowns, I've got to go home and tell Sarah that this is going to be $8,500. I totally missed the time on it. I thought it was going to be an hour. Like, I'm just worried about telling her how much money it's going to be. You have to write it down. All information has got to go through the eyes, and this is too much information. But the PIT is a critical system to making sure that no surprises happen in a dental practice.” (42:43—43:15) -Kirk
“The eyes piece is so important. Body positioning when we are doing those handoffs is incredibly important. I have watched and observed teams that say, ‘Oh, we do that.’ And then, what I see is the clinician coming around the back of the counter, leaning down and looking at the computer with the administrative team member, pointing at things, talking about stuff, and the patient is standing there waiting to figure out how they fit into it. So, what I often say . . . is we want to make sure that the patient is an active participant in this exchange of information, that they are not passive in that handoff. So, when you're sharing Procedure, Investment, and Time with the administrative team member, you're standing in a way that, like you said, you are having a conversation amongst the three of you. You're looking to the patient. You're looking to your administrative team member. If you're a clinician and you're saying, ‘Patient, is there anything else that I missed? What else can I answer for you before I allow Susie to take it away here?’ They're very much an active participant in that exchange of information because it is for the patient just as much, if not more, than it is for the team members exchanging that information.” (43:20—44:36) -Miranda
“Ultimately, it starts with awareness. So, making decisions off of feelings is not going to allow us to progress. Making decisions out of fear is not productive for our practice. And truthfully, we see and hear that a lot. And so, if we can take feelings and fear out of the equation and use tangible data that we're tracking consistently — we use a 90-day scorecard with our teams. We have a gaps scorecard that measures the whole practice health for the clients that are working with our coaching department and in our study club. When you're tracking these things and you can see it in black and white, we don't have to make fear-based or emotional-based decisions anymore about how we are driving our practice. That's also really helpful with our team, and it helps to support trust and consistency with our team as a leader.” (45:12—46:01) -Miranda
“Know that you can't do everything at once. You're going to have to look at the data, set some annual goals, look quarterly, and take these one quarter at a time. What do I need to prioritize first, second, third, and fourth? Let's build some systems and discussion with our team, quarter by quarter, throughout this year to make as much impact as we possibly can. You will feel defeated if you just jump in and say, ‘We're going to do everything in this podcast.’ No. You're going to look at what is the most important thing for you right now, and prioritize that in quarter one, and then something new in quarter two. And slowly, but surely, you're going to make huge progress. It's just going to be one baby step at a time.” (46:21—47:04) -Miranda
Snippets:
0:00 Introduction.
2:31 Why this is an important topic.
6:56 KPIs to know: Production.
8:54 Countermeasures: Always bill your full fee.
13:27 Countermeasures: Bill your full fee on non-covered services.
15:20 Countermeasures: Maximize hygiene services.
17:20 Countermeasures: Maximize schedule efficiency.
24:27 KPIs to know: Write-off percentage.
25:21 Countermeasures: Reduce PPO participation.
27:26 Countermeasures: Adjustment types and monitoring elective adjustments.
30:51 KPIs to know: Collections percentage.
34:34 Countermeasures: AR system.
35:59 Countermeasures: The morning huddle.
38:12 Countermeasures: the PIT Stop.
45:06 Final takeaways.
47:30 More about ACT’s To The Top Study Club and free resources.
Miranda Beeson, MS, BSDH Bio:
Miranda Beeson, MS, BSDH, has over 25 years of clinical dental hygiene, front office, practice administration, and speaking experience. She is enthusiastic about communication and loves helping others find the power that words can bring to their patient interactions and practice dynamics. As a Lead Practice Coach, she is driven to create opportunities to find value in experiences and cultivate new approaches.
Miranda graduated from Old Dominion University, and enjoys spending time with her husband, Chuck, and her children, Trent, Mallory, and Cassidy. Family time is the best time, and is often spent on a golf course, a volleyball court, or spending the day boating at the beach.