Running a great practice and selling one are different skills. Most doctors go through a sale once; buyers do it every month. We rebuild your financials the way investors read them, document every legitimate add-back, and bring several qualified buyers to the table at once. That competition, not a single negotiation, is what moves price and terms.

We're paid a success fee by you, the seller, only when your transaction closes. We don't take fees from buyers. Our only incentive is to get you the strongest outcome with the right partner.

We aim to bring you four or more qualified offers, all from buyers we've already vetted for fit, through a confidential process that has them competing for your practice. You're comparing good options, not deciding whether to accept one.

Most competitive processes take about six to twelve months from signing to closing.

• Prepare (about 4–6 weeks): clean up your financials, document add-backs and build a confidential profile of the practice.
• Market (about 4–6 weeks): approach pre-vetted buyers, each under an NDA.
• Offers (about 6–10 weeks): collect bids, compare cash, equity and terms side by side, and negotiate.
• Diligence and closing (about 3–4 months): the chosen partner verifies the details while your attorney and CPA finalize documents.

Price matters, but you'll likely work alongside this partner for three to five years after closing. Look at how they handle clinical decisions and your formulary, how they treat teams, how many of their partner doctors stay past their commitment, and what their growth plan looks like. We know these answers for the groups in this market before you meet them.

Buyers see nothing identifying until they're screened and have signed an NDA. Early materials describe the practice without naming it. Your team and patients hear about a change only when you decide, and we help plan that conversation.

Earlier than most dentists expect. Even if a change is years away, knowing what your practice is worth and what drives that value gives you time to strengthen it and choose your timing. Many doctors start the conversation two to five years before they want anything to change.

Yes, and it's a growing share of the dentists we talk to. Many younger owners want capital and a partner to add locations, technology or associates without giving up clinical control. We help you decide how much of the practice to sell, if any, and find an investor whose growth plans and culture match yours.

Often, yes. Several groups focus specifically on implant, surgical and full-arch care, and they look closely at your case mix, referral sources and how much of the production depends on you personally. Those details can make a meaningful difference in which partners are a fit and how they structure an offer.

Nothing. The first conversation is free and confidential, with no obligation.

Most buyers start with adjusted EBITDA and apply a multiple. Larger, growing, less owner-dependent practices usually earn higher multiples. Case mix, payer mix, provider depth and your lease all play a part. The EBITDA calculator gives you a starting point, and a confidential valuation gives you the real range.

Add-backs are expenses that won't continue after a transaction, such as personal expenses run through the practice or one-time costs. They're added back to your earnings, so documenting them clearly can have a real effect on value. We also adjust your own pay to what a partner would pay a doctor to do your clinical work, since that's how investors look at it.

Steady growth, a strong team, more than one provider, clean financials, good systems, a healthy patient flow and a practice that doesn't rely entirely on the owner. You don't need all of them, but knowing where you stand helps you focus on what matters before you talk to partners.

Not always. Many offers combine cash at closing with other components, such as keeping an ownership stake in the practice or larger group. Two offers with the same headline number can be very different in practice, so we help you compare what you actually receive, when and under what conditions.

A single offer has no competition. When several qualified buyers see your practice at the same time, price and terms usually improve, and you get to compare how each one would actually run it.

You sell part of your practice to an investor or group and keep a stake in the larger organization. You continue practicing, and if the group grows, your remaining stake may be worth more down the road. The terms vary a great deal from partner to partner, which is why we review them closely with you.

A traditional DSO typically buys most or all of the practice and handles the business side. In a joint venture or "invisible" DSO model, you usually keep a meaningful stake and a larger role in how the practice runs. A doctor-to-doctor sale transfers the practice to another dentist, often with a transition period. Each has trade-offs, and the right fit depends on your priorities.

Not necessarily. Many partnership models are designed so treatment decisions stay with the doctor. What varies is the detail: materials, labs, implant systems, scheduling and hiring. We clarify those points with each partner before you meet them, so you know exactly what you're agreeing to.

It's the list of materials, labs, implant systems and supply vendors a group expects its offices to use. Some partners give doctors wide clinical latitude; others standardize heavily to control cost. If you place implants or have a lab you trust, it's one of the first things we clarify with every partner.

It depends on the structure. Many partnerships ask the doctor to continue practicing for several years, and some doctors plan to stay much longer. Your commitment, your role and your schedule are all negotiable, so it's worth deciding what you want before you start.

No. We only bring your practice to buyers who already fit your priorities, then have them compete. Because every bidder is one you'd be happy with, you can push for the strongest offer without settling for the wrong partner.

Most partners want to keep a practice's team, because the team is a big part of what makes it work. Pay, benefits and roles can change, though, so we ask each partner how they handle staff and make sure you understand it before you decide.

In many partnerships, yes. Some groups keep the practice name and brand; others move offices to a common brand over time. If your name and reputation matter to you, it's one of the first things we clarify with each partner.

My Dental Exit is a team of Business Exit Advisors, a licensed Florida real estate brokerage that helps owners buy and sell businesses. Jay Jockin leads the team and is a licensed Florida real estate sales associate with Business Exit Advisors. Sarah Jockin, DDS, DABOI/ID, adds clinical perspective as an advisor to the team.

Yes. We recommend an attorney and a CPA who know dental transactions. They'll advise you on the legal and tax side, and we work alongside them. We don't provide legal or tax advice.