​​​ Bryton Nield is the CEO and Co-founder of Dentist Partner Pros, a consulting firm that helps private dental practices build thriving associateships, partnerships, and teams. Since co-founding the company in 2021, Bryton has been instrumental in developing systems that have transformed the dental industry’s associate hiring success rate from 25% to 85%. With a background in building two successful startups into seven-figure businesses, he brings a passion for leadership, communication, and creating clear expectations to the dental field. Bryton is also a sought-after speaker, sharing insights on dental hiring, onboarding, and team development on various industry podcasts and events.

Here’s a glimpse of what you’ll learn:

• [02:16] Bryton Nield explains the origin of Dentist Partner Pros and the hiring crisis in dentistry
• [05:17] The problem with “panic point hiring” and why it leads to high associate turnover
• [10:30] Key metrics to determine if your practice is ready to bring on an associate dentist
• [13:45] How overhead rate and operatory capacity impact associate hiring success
• [15:26] The critical role practice owners play in making or breaking an associateship
• [19:13] Why most dentists spend more time planning vacations than hiring associates
• [25:18] What makes Dentist Partner Pros different and why their process delivers over 85% success rates

In this episode…

Most dentists don’t learn how to hire effectively in dental school — so when it comes time to bring on an associate, the process is often rushed, emotional, and costly. With over 70% of dental associateships ending in failure, it’s no wonder practice owners are frustrated and confused. Why do so many associate relationships fall apart, and what can be done to change the outcome?

According to Bryton Nield, a nationally recognized expert in dental recruiting and leadership systems, most associate hires fail before they even begin because the practice owner isn’t actually ready. He highlights that emotional readiness, practice capacity, and financial metrics must all align before a new doctor can thrive. When dentists skip these foundational steps, they often default to “panic point hiring,” which leads to misaligned expectations and costly turnover. Bryton emphasizes that associate success isn’t just about finding the right person; it’s about becoming the right leader and creating a structured, win-win environment.

In this episode of The Marketing 32 Show, host Brett Allen sits down with Bryton Nield, Co-founder and CEO of Dentist Partner Pros, to discuss the real reasons associate dentists don’t work out — and how to fix it. They break down panic point hiring, practice readiness benchmarks, and the leadership mindset needed for successful associateships. Bryton also shares how to craft a recruiting and vetting process that gets it right the first time.

Resources mentioned in this episode:

• Brett Allen on LinkedIn
• Marketing 32
• Bryton Nield on LinkedIn
• Dentist Partner Pros: Website | LinkedIn | YouTube | Facebook | Instagram
• Bob Spiel on LinkedIn
• “Helping Dentists Generate $9M in Aligner Revenue Without Flashy Marketing With Dr. Avi Patel” on The Marketing 32 Show
• “How Women Dentists Can Build Confidence and Leadership Skills With Lani Grass” on The Marketing 32 Show

Quotable Moments

• “There’s over a 75% failure rate in dentistry, and at that time, it was just shocking.”
• “Panic point hiring has led to a lot of people getting in this associate revolving door.”
• “Practice owners tend to spend more time planning their next vacation than they do planning hiring.”
• “When you create the process, it creates consistent results and those consistent results allow you to actually measure.”
• “This is our expertise — this is what we do all day, every day — and it works.”

Action Steps

1. Define your ideal associate profile before hiring: Clarifying the character and clinical traits you seek ensures alignment and reduces mismatches.
2. Assess practice readiness with key benchmarks: Evaluating patient load, overhead, and capacity prevents costly panic hiring and ensures long-term viability.
3. Create a structured vetting and interview process: A consistent system for evaluation leads to better culture fits and more successful associate placements.
4. Invest in leadership mindset and mentoring: Shifting from control to support builds trust and improves associate performance and retention.
5. Avoid hiring based on “vibes” alone: Relying on gut feeling instead of data leads to higher turnover and misaligned expectations.

Sponsor for this episode…

This episode is brought to you by Marketing 32, the only dental marketing agency with the Practice Impact Formula™ for predictable growth without financial risk.

With a focus on new patient generation, addressing missed opportunities, and expert scheduling, Marketing 32 has helped over 170 practices in the US, Canada, and Australia. Grow in 30 days, or you don’t pay — it’s that simple.

To learn more, visit marketing32.com and schedule a 15-minute discovery call. If you’re a visionary practice ready for impact, Marketing 32 is ready to help you grow!

Episode Transcript:

Intro: 00:13

You are listening to The Marketing 32 Show with your host, Brett Allen.

Brett Allen: 00:18

Hi, Brett Allen here, host of The Marketing 32 Show, where I connect with leading dentists, influencers and industry experts to help uncover the latest and greatest when it comes to helping your dental practice to grow and to thrive. This episode, as always, is brought to you by our team here at Marketing 32. We are the only dental marketing agency that I know of that is truly performance based and value oriented. So you’ll grow or you don’t pay us. It’s that simple.

So if you want to learn more about us and potentially working with us, it might be a great fit together. Go over to marketing32.com and we’ll see if it’ll be a great fit. Quick shout out to Dr. Avi Patel. Just had him on recently of Clear Aligner Advisor. You guys got to go check out that episode.

We talked about how he’s helped over 200 dentists now collectively generate more than $9 million in aligner revenue for their practices. So lots of good value there. Avi’s awesome today. Super excited to have Bryton Nield with us. He is the Co-founder and CEO of Dentist Partner Pros, a leading firm revolutionizing associate doctor and hygienist recruiting.

He’s passionate about helping dentists build more successful, less stressful practices through proven hiring, onboarding and leadership systems with a track record of scaling two startups to seven figures. Bryton is on a mission to transform the way dental practices build high performing teams. Right? And welcome to the show. Excited to talk with you.

Bryton Nield: 01:45

Awesome. Thanks for having me. I’m looking forward to this. It’s going to be a lot of fun.

Brett Allen: 01:48

It is. I really appreciate that. I got to know you through Bob. Bob Spiel met him in DC at the aid conference there And excited to talk with you about what you guys do at Dentist Partner Pros and learn more. All about the value you provide.

So why don’t we start?

Bryton Nield: 02:07

Let’s jump in.

Brett Allen: 02:07

Yeah, let’s start there. Let’s tell me the story. How did you guys start? Dentist Partner Pros. What’s the impetus there? Give us the background.

Bryton Nield: 02:16

Kind of the origin story. So let’s roll it back a little bit. Bob is my co-founder and business partner. When you met back at ADC and he’s been a practice management consultant for. I think it’s going on 17 or 18 years or something like that came from the — he was a hospital and surgical center CEO before that, and had just had a lot of experience in kind of senior level positions in hiring and things like that.

So when he jumped into dentistry, you know, 18 years ago, he ran into this anomaly over and over again that practice owners were having a really tough time finding and hiring and retaining associate dentists. In fact, one of his really good friends that was kind of like an OG practice management consultant came to him and said, hey, Bob, do you know that actually her name was Linda Miles? For those that if you if you’ve been in dentistry for more than 20 years, you might know who Linda Miles is. She’s awesome.

Brett Allen: 03:19

I’ve heard the name.

Bryton Nield: 03:21

Yeah. She’s fantastic. I’ve met her a few times. And anyway, so she’s like, Bob, there’s over a 75% failure rate in dentistry. And at that time, it was just shocking to hear.

And so he, he at that time thought, okay, there’s got to be a better way. Based on my experience of hiring, could I kind of take a crack at this? And so he didn’t really offer it to the industry. He just kind of went after it for his individual clients and developed a little bit of a system. Well, fast forward ten years later, I enter the conversation and started meeting with Bob, and we came together and realized, hey, there’s something here on this.

Hiring stuff like what you’ve been doing has led to some very good results. In fact, you know, 100, 365, 180 degrees different than what’s actually happening right now. What if we did something with that? And so we started to do a few test projects and we realized, Holy cow, there’s a huge need for this. And we need to in order to serve the industry, we need to make this its own entity and really do everything we can to scale it and take it to the industry.

And so that’s when we decided to form dentist partner pros with this whole mission to change the way that private practice owners hire and retain associates. And since then, our processes and systems have only gotten better and better and better, and we’ve been able to help clients and practice owners all over the country find and hire awesome rock star dentists.

Brett Allen: 04:51

That’s so cool. I’m excited to dig in and learn more about how you guys do that and share that with our listeners. So let’s talk more about that. You talked about, you know, the revolving door in dentistry of hiring and letting go and how it’s not worked previously. Right.

So how do you guys find associates that stay fit and, you know, continue to grow with the practice? Right.

Bryton Nield: 05:17

Yeah, it’s it’s more of a loaded question than I think on a surface level would be like, I could go post on job job ads. And I find dentist. Right. But the deeper question, I think, first of all, should we hire an associate? Am I actually ready?

So that’s like step one. And I think too often we I talk to practice owners, and you probably talk to them all the time that are feeling a little burnt out, maybe a little little a little tired of being chairside that ball in the chain effect of owning a business is really starting to wear them down. And they think, if I just throw another doctor in here, it’s going to solve my problems. And unfortunately, that’s just not the case. Okay, this, we call it panic point hiring.

It’s almost like when you’re drowning and you’re just like, I got to find a solution. So I’ll just throw something at the wall and hope it sticks. And unfortunately, that’s kind of plagued the industry. The norm of, like, finding a dentist. You probably heard it, Brett.

Like, I’m going to go talk to my alma mater, or maybe I’ll post a job ad, or maybe more commonly is like my cousin’s nephew’s son is graduating from dental school in a year, and I’m just going to bring him on and hope it works out. Yeah. Right. Right. And so it led, unfortunately, to the industry failure rate of well over 70% of Associateships fail.

And we’ve seen that most of them fail within the first year. And that’s posted across dental economics, dental posts like there’s a number of articles that support that. And I think this panic point hiring has led to a lot of people getting in this associate revolving door. Okay. So how do we change that, I guess is the next question.

We’d probably want to ask. And it really starts with going back and saying, am I actually ready to bring on another doctor? Yeah. And there’s and there’s kind of two parts to that question. Okay.

The first part is am I, as a practice owner, like mentally and emotionally prepared to work with another doctor? Okay. Because it’s not another team member. It’s not another assistant. It’s not another.

It’s a different relationship, right? Because they’re going to come in and they’re going to produce and do dentistry. So the way that they do dentistry is probably going to be different than yours, right? So the way that they use your equipment, the way that they work with your staff and your team, it’s going to be different than the way that you do it. And so you have to really ask, like, am I in a growth minded abundance mindset of willing to help this person succeed in spite of like they might be different than me, right?

So like if you can emotionally and mentally wrap your head around that and say, okay, like, yes, I’m in that headspace, I don’t see another option. I really want to make this happen. That’s the first box I think you need to check. The next one is, is your practice actually ready? Like, can it entertain and bring on another doctor and get them busy?

And would it be win-win. So there’s a few things that if I were a practice owner, I would highly encourage them to look at. And you can get really nitty gritty here. You could do a cash flow analysis, look at your whole PNL, you could do all that stuff. But to keep it simple, there’s like four main categories.

Someone wants to kind of look at if their practice is ready to entertain an associate. Okay. So the first one is patient load. Do you have enough patients to go around to fill your schedule and to get a new doctor? Busy fast okay.

And so you’re looking at like total active patients that have received treatment in the last 18 months. How many new patients on average are we seeing. And could we increase that or are we scheduling out months in advance? I talked to a doctor recently. They’re booked out almost a year and at first like a year.

Brett. Right. It’s like at first like you could be like. But yeah, you’d be like, I’m kicking butt, taking names. I’m booked out a year.

But is that the brag that you actually want to take? Is that like, you’re pushing patients down a year?

Brett Allen: 10:02

Yeah.

Bryton Nield: 10:02

Yeah. It’s not at first I, I totally agree. It’s like that’s exciting. You’ve got a ton of demand for your services. On the other hand, you’re actually providing a huge disservice by not finding ways to serve them sooner.

Brett Allen: 10:17

Right, right. And how many people are you losing to another practice. Right.

Bryton Nield: 10:21

Exactly.

Brett Allen: 10:22

So what are the kind of numbers you’re looking for to like, make sure you’ve got the metrics you’re hitting to add another associate.

Bryton Nield: 10:30

Yeah. So for active patients if you’re I’m just going to use like solo GP numbers okay. Not I’m not going to go into specialists. I’m not going to go into group practices. If you’ve got 2 or 3 five doctors, we’ll just keep it simple.

One doctor you want okay. I know you want at least about 1800, preferably over 2000 active patients. So active patients is defined months. Yeah. It’s somebody that’s come in and receive treatment in the last 18 months.

Okay. Most practice management softwares can pull a number similar to that. And you can at least get in the ballpark if you know okay I’m kind of around that park. Now there are exceptions. If you’re like a holistic fee for service type practice where you do dentistry.

Brett Allen: 11:18

Yeah.

Bryton Nield: 11:18

Yeah. Kind of like very niche or even like cosmetic.

Brett Allen: 11:23

Yeah.

Bryton Nield: 11:23

Yeah. That’s where it gets a little different. You obviously don’t need as many patients but so it’s not a hard and fast number. But you want enough to go around new patients. You want at least 30 to 40 a month just on average coming in.

You know, there’s enough that okay I could start putting a new patient on the. On the new doctor schedule at least a couple times a week. And then if I increased marketing, like there’s enough demand there, it’s like whatever we’re doing, we could probably do more of. So that’s a good number. Ideally, obviously the more new patients you have, the better.

So that’s the first box to check, like patient load. The second one is in tandem with that which is just overall busyness. Same kind of thing. What’s my production look like? What’s my hygiene schedule look like?

Am I running from patient to patient, or do I have plenty of time? Yeah. Like those are the kinds of things. Are you extending hours or are you adding days because you don’t have anywhere else to put patients? You’re — we like to call it like looking for a practice within a practice.

Do you have a practice within a practice. Right. Like, could I bring in another doctor and get them busy? Okay.

Brett Allen: 12:41

Yeah, that’s a great way to say it. Yeah.

Bryton Nield: 12:45

Yeah. So the next one would be just your financial state and the number you really want. Like there’s two. One is collections. Like are you collecting for a solo doc.

You want to be like 1.5 to 2 million depending like in a very comfortable state. But the more important number is your overhead rate. And that’s like how much money are you making or losing before you get paid? As a practice owner, your typical GP office is going to be around 60% to 70%, and that’s okay. If you’re in that range, you’re okay.

If you’re anything higher than that, you’re playing a very risky game because you’re going to want to bring in a doctor and pay them around 30%. And if that’s where your numbers are at, you’re going.

Brett Allen: 13:36

To cannibalize it.

Bryton Nield: 13:37

Yeah, yeah. You’re going to start to lose money. You’re like paying them to you’re going to lose money every time they show up to do dentistry. So.

Brett Allen: 13:43

Yeah. Yeah.

Bryton Nield: 13:45

Anyway, that’s another big one that people should look at is just okay financially. Can I, can I actually do it? Am I collecting enough money? And then the last one is just simply capacity. Do I have the space to bring on another doctor?

And whether that’s an operatories. Ideally you want 5 to 6 like minimum. That’s great if you have more than that. Fantastic. If you’re in the smaller, older niche practices that only have like four ops, it’s going to get tricky.

So then you have to ask, am I willing to get creative with my schedule? Extend hours, add days, maybe do a B shift kind of a thing? Do I cut back? You can do it. It’s just you got to get.

How will I like. How creative are you willing to be? So those are the kind of the things that I think doctors should really consider. So it’s like patient load, busyness overhead and capacity. If you can check those boxes, okay.

You’re in a good spot to bring on another doctor.

Brett Allen: 14:49

Yeah, yeah that’s great. I know there’s a lot of docs out there that I talk to also that are, you know, looking to retire in the next 3 to 5 years. And so they’re like, how do I bring on somebody to replace me, maybe do some kind of partnership thing where they buy me out or whatever. Yeah. So there’s yeah, I imagine the complexity is the reason why it’s been so unsuccessful in the past.

Right. Without your help. So let’s, let’s dig into that a little bit more. So you mentioned how the practice owner is the number one key to a successful associateship. What does that mean?

Bryton Nield: 15:26

Well let me ask you this Brett have you there’s I’ve kind of seen there’s a couple different types of doctors out there. We have your atypical like type a very perfectionist like it’s I’m the only one that can serve my patients. And that type of personality has a tough time bringing on another doctor and actually, like, letting go and supporting them.

Brett Allen: 15:55

Yeah, that makes sense.

Bryton Nield: 15:57

Not saying they can’t because I’ve seen that they can. That’s what I’m saying by that’s what I mean by they make the biggest difference. Because if you come in with the mindset of like, I’m the only one and like this, this next doctor, they’ve got to be tip top notch. They gotta do everything.

Great. Yeah, it’s going to be tough for that associate to come in and see success. It just will. But if you come in with it and say like I still have high standards, but I’m going to do whatever I can to feed them, get them busy, mentor them, provide them help.

That’s a total different mindset. Yeah. And so it totally shifts the ownership. Ship where unfortunately, I think there’s this dialogue and there’s a reason the dialogue exists, but the dialogue is associates are just no good and they don’t want to work, and their school is not as good as it used to be and all that stuff.

Brett Allen: 16:52

Yeah.

Bryton Nield: 16:53

And I think that shifts a little bit of the blame too much to just like it’s it’s their fault. I couldn’t have done anything to change it.

Brett Allen: 17:02

Yeah.

Bryton Nield: 17:03

Where the opposite is like, you totally own it and say, I’m going to help them grow. I’m going to help them succeed. I’m going to be patient with them, and I’m okay with that. Now, I will put a caveat. You should never, as a practice owner, accept lack of effort, dismal, dismal results.

And if things aren’t changing, it’s not worth pursuing, right? Yes, it is okay to move on, but I think as leaders, the best thing we can do is first look in the mirror and say, okay, how is this my fault? How could I make it different? And oftentimes practice owners instead decide like I’m just going to cut it off. I don’t want to deal with this anymore.

I’m not willing to help them grow kind of a thing.

Brett Allen: 17:44

Yeah, yeah, yeah, that makes sense. Yeah. We’ve done a couple of episodes on mindset and leadership, and all of that goes into, you know, internal processes and building a team. You guys got to go back and check out episode with Lani Grass. Awesome consultant in the industry.

Yeah, we talked a bit about that. So I mean people, it is when you own a practice people it is a big thing. And so you don’t you don’t get a whole lot of training in dental school around marketing. You don’t get a whole lot around business management, admin process development, all of that. It’s kind of like you got to figure that out.

And so if you’re feeling like there’s friction between you and your team or if you’re feeling like there’s friction between an associate you just hired, you might want to look internal and see how you can be better as a leader or or changes that you can make with your team to improve process, to to get that freedom and happiness back. So let’s talk about the biggest hiring pitfalls, right? I mean, there’s a lot of different roles that you hire for. But I imagine as an associate, like we talked about in the beginning, it’s different. And so what has led traditionally to us, you know, that huge failure rate in finding a good match as an associate.

Bryton Nield: 19:13

Yeah. It’s funny, I think what I’ve seen is that practice owners and this is not a dig, it’s just what’s been true. Practice owners tend to spend more time planning their next vacation than they do planning who they’re going to hire. And it’s because hiring, unfortunately, especially like a doctor. Most of the times they’ve never done it, and if they’ve tried to do it, they haven’t done it successfully.

And it feels like we’re just kind of shooting from the hip and hoping the vibes are right and it’s going to work out right. And so what happens, I think most commonly is we hear about another doctor they call or whatever they fall on our lap and we’re like, okay, like let’s just see if this is a good fit. So usually it’s like, let’s go to dinner. Things seem to vibe pretty well. Like we have some of the similar things.

Like they were nice. So we have them come on site. The team’s like, yeah they’re nice. Like, okay, let’s give this a shot. And there’s no like real process of vetting or identifying who’s going to match with my practice and like, how would I even do that?

Instead, it’s just like.

Brett Allen: 20:25

Do I like this person?

Bryton Nield: 20:27

Yeah, yeah. Are the vibes there? Like, do we, do we mesh? It’s kind of like going on a Tinder date, I guess. I don’t know.

Brett Allen: 20:34

But I mean, that is important, right? You gotta have that culture fit. But at the same time, for sure, like assessments and questions that you can do to really find a good match. Right.

Bryton Nield: 20:46

Yeah. Yeah. So we recommend begin with the end in mind. As Stephen Covey says, begin with the end in mind. And actually like write down the different characteristics that you want to see in your associate.

And those should be clinical and character type characteristics. Right. Like personality values. How do they view money? How do they view like see in a growth mindset.

And how is that related to how you view it? Because if you’re like, I want someone that’s all in on C, but you don’t do it. It’s like, what are we doing here? Right? So anyways, write down the characteristics that you want to see.

And it’s similar for you, I’m sure, with marketing where it’s like, okay, who’s our ideal patient? If you’re marketing for a, you know, just kind of like a pediatric office and it’s like it’s all about kids. We want to make it fun. Compared to like a high-end cosmetic practice where it’s like, we want the prettiest smile. Totally different, you know, avatar that you’re going to be marketing to and the copy that you create and all that stuff.

It’s the same idea with hiring. You want to write down and think, okay, who is our ideal match? And actually write it down and use that as like the benchmark for who we’re going to go recruit to and find. If you know you need someone with a couple years of experience, why in the world would you waste your time going to talk to the D4’s at the local dental school?

Brett Allen: 22:19

Right? Right, right. Yeah, that makes sense.

Bryton Nield: 22:21

It’s just incongruent. It doesn’t make sense, but it happens all the time. And instead we’re just like, okay, they’re there. Let’s try them out. So when you have that clarity and that benchmark of like, okay, that’s who we need to go find.

It totally changes the rest of the experience for you, because now you can go to the appropriate recruiting sources, whether that’s job boards or networking or, or whatever. You go find them where they’re hanging out. And then from there, how do you actually know if they’re good? You have to have some sort of vetting process in place, right? So like whether you’re going to do the interviews or your office manager is going to do an interview and then you’re going to do one, or are you going to have them come on site?

Are you going to do a group interview? Are you going to use some sort of personality test like Myers-Briggs or Disc or Colby or any of those types of things? Are you going to do a background check? Are you going to talk to references? If so, how?

A lot of these things are just oversights and we don’t think about it. But when you create the process, it creates consistent results. And those consistent results allow you to actually measure. Like how well do they match my ideal criteria? Okay.

Because if we’re always coming back and saying like, okay, here’s my ideal, how do they match? How do they match? How do they match? What happens is instead of just comparing like the three candidates that maybe you apply to your job and saying like, okay, that one’s kind of like the best option, let’s take them. What if that best option is nowhere near your ideal?

And it’s just like, it’s just not going to be a good fit no matter what you’re settling, right?

Brett Allen: 24:00

Yeah. Yeah.

Bryton Nield: 24:00

And so it’s so good to begin with the end in mind. Go and recruit them. Follow a vetting process and making sure you’ve got a win-win offer in place. Every market’s different in order to make sure you’ve got a win-win offer. I just go act as if you’re an associate and see what’s being offered in your market. Usually it’s a daily per diem.

It’s a percentage of collections or production. There’s usually some sort of see, maybe a sign on bonus. There’s all sorts of stuff the market has changed compared to how it was 4 or 5 years ago. It’s totally changed. I would say it’s more of like a buyer’s market than a seller’s market.

If you’re saying the sellers are the practice owners and the buyers are the associates. The associates have.

Brett Allen: 24:45

Associates. Yeah, they have.

Bryton Nield: 24:47

A they have a little bit more power in the conversation compared to how they used to have. So anyways, that was a huge rant of a whole bunch of stuff.

Brett Allen: 25:00

So no, it was good. It was good. Let’s dig I guess to close, let’s, let’s dig a little bit deeper on how you guys do. What makes what’s magic, right. Like, you guys have such a great success rate of doing this.

What makes you different? How do you do that?

Bryton Nield: 25:18

Well, let me ask you this question, Brett. If a dentist comes to you and they say, hey, I’m doing like my own SEO. SEO, and I’m running my own paid ads, and I’m like, I’m doing like, what’s your what’s your thought?

Brett Allen: 25:31

Like I’m like, oh gosh.

Bryton Nield: 25:36

Yeah. It’s because it’s not it’s not their expertise. Right? Maybe they watched a few YouTube videos and they’re just kind of like winging it, right? Yeah.

And what’s wild to me is when, when a dentist who values their time actually puts a number on it, they’re, they’re usually making anywhere from like 500 to 1000 bucks an hour, if not more, if they actually put a value to their time. And when instead of finding experts and outsourcing the help they’ll like, take it on and try it. And what it does is totally devalues their time, right? Like they’re losing money. If you really think about it, they’re losing money by not bringing on expert help.

Who will get them better results faster, right? Same thing when you bring on like your marketing company, you guys are going to get better results faster than anything they could do on their own.

Brett Allen: 26:30

Yeah, right. Yeah. Yeah.

Bryton Nield: 26:32

So it’s the same same thing when you consider working, like with someone like us. This is literally all we do every single day we’re interviewing. I think I looked at the stats recently and we interviewed like, well over 100 associate dentists in the last like 30, 60 days or something. And those are in-depth, hour long interviews that are being scored and measured and like it’s a craft of like, how do we know who’s going to be a good fit and how do we create those ideal avatars? And so instead of like guessing and hoping that you’re going to be able to maybe nail this somehow and beat the industry standard of like, it’s not going to take you four tries to find the right fit, costing you hundreds of thousands of dollars of intentional like Costs.

Hard costs of your time and plus opportunity. Costs of all the rework and rescheduling and redoing the whole thing and firing and losing team members. It’s just not worth it when you actually consider the costs. And so people come to us because we do it all for them, and we guarantee you that they’re going to find and hire the right person.

Brett Allen: 27:40

I love that.

Bryton Nield: 27:42

Because it’s all we do.

Brett Allen: 27:43

And yeah, you guarantee success if, if, if there’s not a good fit then you’re going to you’re going to make it right and you’re going to find the next candidate.

Bryton Nield: 27:53

But yeah.

Brett Allen: 27:54

I mean and you don’t just rely on that guarantee. From what I’ve heard and what I’ve seen, your process and how you match associates, there’s a high likelihood that you’re going to hit it out of the park, even on the first one.

Bryton Nield: 28:07

So yeah. Yeah. I mean, we have well over an 85%-plus success rate over the last, you know, ten, 15 years applying this. Wow. Yeah.

Compared to the 75% failure. And so it works. But it’s not. It’s not perfect. People are human.

Humans are humans and their things change and stuff. But we do love that we warranty and we guarantee it. And we always make sure it’s right. So the secret sauce, I guess going back to your original question that kind of got us on this topic would be this is our expertise. Like, this is what we do all day, every day.

And we’ve built a model that has been proven to succeed time and time again across the entire country. It doesn’t matter what market you’re in, because I know if you’re listening to this and you’re a dentist in Milwaukee, you’re thinking, oh, my market’s different. It’s challenging. Well, if you’re also a dentist in Dallas, Texas, or if you’re in middle of nowhere North Dakota, you’re thinking the same thing. And what I can tell you is we’ve proven that it works in every single place.

It’s because it’s not it’s not location specific. It’s a process proven to deliver consistent results. And that applies across. I mean obviously it depends on how much time you have and your pool of candidates is going to be different depending on where you’re at and stuff like that. But this is what we do.

And frankly, I think we’re, we’re kind of passionate about it. We kind of geeks about it. Yeah. Of helping people find and hire culture. Right.

Brett Allen: 29:41

Yeah. You’ve got it figured out. And I love that you mentioned you’ve got a process and a methodology that you’ve perfected similar to us. We’ve got our practice impact formula that we’ve developed. Regardless of what market you’re in, we’ve figured out ways to generate new patients and the right kind of patients, depending on what your goals are, as well as increased revenue per patient through internal marketing as well.

So there’s a lot there’s a lot there. But this has been awesome. Bryton, thank you for your time today. I guess where do we send people if they want to work with you, send them to your website.

Bryton Nield: 30:14

Yeah, yeah, just go to dentistpartnerpros.com that’s the easiest way to find us. You can have a free quiz on there. It’s called the Associate Readiness Quiz. You can go take it if you’re curious, if you match those four benchmarks of like patient load, busyness, overhead and capacity.

And I’d also love it. We’re producing a lot of content like this to help educate more people. And so go give us a follow on all socials at Dentist Partner Pros. We put out content every single day, long forms every week to help people just to be more empowered to make good decisions on what their expertise is. So yeah, if any of those would be helpful for people, we’d love to help them.

Brett Allen: 30:57

Yeah, we’ll put it all in the show notes so you guys can find those links. And Bryton thank you so much again. Appreciate it. And until next time on The Marketing 32 Show everybody have a great day.