inside thisedition.BUSINESS PRACTICE& DEVELOPMENT11Construction and MorePart 3: Building, Interior Design,and Equipment VendorsBY RYAN YOUNG, AIA14Women in Orthodontics BY DR. COURTNEY DUNN24Meet Angela WeberQueen of Marketing in Ortho SpaceBY ANGELA WEBER, CMO ORTHOSYNETICS28Why they didn't start treatment?BY DIANNE WATT33An Interview withDr. James “Jep” Paschal36Is Professionalism Deadin Orthodontics?BY DR. LEON KLEMPNERMeet Angela WeberPAGE 24OFFICE LOGISTICS17The Golden SmileBY GOLD'N BRACES, DYNAFLEX, & ALLURE38Bid My SmileBY GREG PELLEGROM & MICHAEL LOWEANSWERS FROM THEEDGEMARKETING/SOCIAL MEDIA20Interviews with Dr. Brad Hudsonand Drs. Hurley & Volk7WOW Your Patients withConvenienceBY DR. KEITH DRESSLERORTHOPUNDIT4The Conversion BreakdownBY ANGELA WEBER, CMO ORTHOSYNETICS& DR. BEN BURRIS30Thought Experiment – The Next BigThingBY DR. MARC ACKERMAN & DR. BENBURRIS43AAO/Gaidge Report – We KindaSuck BY DR. BEN BURRISThe ideas, views and opinions in each article are the opinion of the named author. They do not necessarily reflect the views of The Progressive Orthodontist, its publisher, or editors. The Progressive Orthodontist (“Publication”) DOES NOT provide any legal or accountingadvice and the individuals reading this Publication should consult with their own lawyer for legal advice and accountant for accounting advice. The Publication is a general service that provides general information and may contain information of a legal or accountingnature. There is no guarantee or warranty regarding the information contained in the Publication and we are not responsible for any loss, injury, claim, liability, or damage (“damages”) related to your use of the information contained in the Publication or from errors oromissions in the content of the Publication. While we have worked to make our Publication and all the features in the Publication as helpful as possible, the Publication does not endorse any content provided by any feature, nor does it assume any responsibility for theinterpretation or application of any information originating from such content. In addition, The Progressive Orthodontist does not endorse any content contained in any advertising on the Publication, nor does it assume any responsibility for the quality or integrity ofsuch work. Content is property of The Progressive Orthodontist and may not be copied or otherwise duplicated without prior written consent from The Progressive Orthodontist. All content contributed to The Progressive Orthodontist magazine becomes the property ofSmileMedia. The publisher assumes no responsibility for return of unsolicited manuscripts, art, photos or other content.

EDITOR’S NOTEEXECUTIVE EDITOR& TRAVEL ANDLEISURE EDITORDr. Ben BurrisMARKETING/PATIENTACQUISITION EDITORAngela WeberWOMEN INORTHODONTICS EDITORDr. Courtney DunnTELEDENTISTRYEDITORDr. Marc AckermanCLINICAL EDITORDr. Derek BockEDITOR EN ESPAÑOLDr. Francisco GarciaCLEAR ALIGNER EDITORSarah SharfsteinTRADITIONAL OWNER/OPERATOR PRACTICEMODEL EDITORDr. Jennifer EisenhuthIt’s a new year though itseems like just yesterday wewere doing Q1 of 2018. Butchange is good, right? Onebig change for 2019 at TheProOrtho is that we will begoing green and publishingthe magazine online onlyfrom now on. Thanks toour generous sponsors,the magazine will still beavailable for free to thosewho subscribe. I encourageyou to invite your friendsto check out and partake of all thefun and informative articlesProOrtho is known for.Angela Weber is featuredon our cover this quarter;one of the rare nonorthodontists to be featuredin the magazine. Herreputation precedes herINTERNATIONALORTHODONTICS EDITORDr. Grant DuncanAAO AFFAIRS EDITORDr. Anil Idiculla & TheAAO Committee onCommunicationsWEALTH MANAGEMENTAND INVESTMENT EDITORDr. Aly KananiWEALTH MANAGEMENTAND INVESTMENT EDITORDr. John McManamanPUBLISHER - Amy BradshawGRAPHIC DESIGNER - Megan ClarkADVERTISE WITH [email protected] her work speaks foritself. Angela has workedwith many of the bestknown and most successfulorthodontists in the countryand they all count her as anintegral part of their success.Times are changing as theyalways do and the diversecontent in this editionwith give you and yours acompetitive advantage inan increasingly competitivedental landscape. If you havequestions or comments orsuggestions for content/topics you’d like to seeincluded in the magazine,please email me [email protected]’s to a great year –hopefully the best year ever!-BenThe Progressive Orthodontistmagazine and study group areyour educational resources for newtrends, progressive insights and bestpractices for building a successfulorthodontic practice in 2019 andbeyond.CHECK US OUT ONLINEWWW.THEPROORTHO.COMQ1 2019 1

CONTRIBUTORSANGELA WEBERAngela Weberis the ChiefMarketing Officerfor OrthoSyneticsa company whichspecializes in businessservices for the orthodontic and dentalindustry. She leads a team of marketingprofessionals dedicated to developing andimplementing cutting-edge strategies andsolutions for their members.Angela has over 15 years of experiencein the advertising industry with a vastknowledge of current and past trends,philosophies and strategies for marketingwithin the healthcare industry. Angelahas a proven track record of driving newpatient volume through innovate marketingpractices.Angela holds a B.A. in MassCommunications from Louisiana StateUniversity and an M.B.A. from theUniversity of New Orleans.GREG PELLEGROM & MIKE LOWEGregPellegromis the Cofounderand CEOof Bid Doc,Inc. Withover 15 years in the orthodontic industry,beginning at 3M Unitek, he has been frontline on the launch of dozens of new andinnovative products. Michael Lowe is a Cofounder and has over 20 years of experiencein the ortho and dental industries, mostrecently with OrthoAccel Technologies,having pioneered the accelerated toothmovement category.Bid Doc, Inc. launched its BidMySmileplatform in 2018 with the mission ofdelivering qualified patients who areready, willing, and able to start treatmentto orthodontic specialists through virtualconsultation. It also maintains a vision ofbringing affordable access to quality carefor patients everywhere. [email protected]; www.bidmysmile.com2DR. JAMES'JEB' PASCHALDr. James“Jep” Paschaloperates a busyorthodonticpractice inGeorgia—withoffices in Greensboro and Madison— andenjoys an active life with his wife and threechildren. A native of South Carolina butraised in Florida, Jep is a distinguishedgraduate of the Medical College ofGeorgia, where he earned his DMD.Additionally, he attended the Universityof Texas Health Science Center at SanAntonio and completed residencies in bothProsthodontics and General Practice whileearning his MS degree in Biomaterials& Prosthodontics. After five years ofpractice in Atlanta, Jep ventured north,rounding out his resume by completing anOrthodontics residency at the Universityof Rochester Eastman Dental Centerin New York, where he holds a facultyappointment.DR. KEITHDRESSLERDr. KeithDressler is anavid entrepreneurwho has over 30years’ experienceas a practicingorthodontist. In2000, Dr. Dressler co-founded OrthoBanc,LLC a cloud-based automated accountsreceivable platform, that is currentlyserving over 4,000 healthcare providers. Dr.Dressler also co-founded Elite PhysicianServices, a national healthcare patientfinance company, which grew to over 200million in sales before it became the CitiHealth Card in 2003.It’s just BUSINESSDR. COURTNEY DUNNDr. CourtneyDunn graduatedfrom the Universityof Michigan Dentaland Orthodonticprograms in 2001and 2004. Shereceived the MiloHellman awardfor her research and has presented atmany local and national meetings. Sheis a diplomate of the American Board ofOrthodontics, holds leadership positions inthe Arizona Dental Association and is pastpresident of the Arizona State OrthodonticAssociation. Dr. Dunn is in private practicewith her husband, Matt, in Phoenix, AZ.She spends most of her free time being aproud swim mom.RYAN YOUNGRyan Youngis an architect,visionary and familyman. Like many,he is a transplantedFloridian by wayof the northeast– growing up inJersey and earninghis master’s and undergraduate degrees inarchitecture from Northeastern Universityin Boston. Once he settled in Central FL in2001, he started a commercial constructioncompany called Interstruct Inc., whichhelped embed him into the cultural fabricof Orlando and contribute to the city’srenaissance over the last decade.DR. LEON KLEMPNERDr. Leon Klempner,a board-certifiedorthodontist was inprivate practice for over38 years. He graduateddental school from the University ofMaryland and received his certificationin Orthodontics from Tufts University.Dr. Klempner has lectured nationally onthe subject of social media marketing andclinical orthodontic treatment.

DIANE WATTDi is the National Manager for TIO in Australiaand New Zealand and holds a Post Graduate Diplomain Digital Marketing and and Bachelor of Commercein Marketing and International Business. She has anexcellent grounding in marketing, user behavior andbusiness communication theories, having taught aslecturer in these areas for several years at Australia'stop university, Australian National University.Di has extensive in practice experience in Orthodontics, having workedwith Dr Spiro Pazios at Embrace Orthodontists as the Business and MarketingManager from 2012 to 2016 where she significantly increased new patientconsultations, conversion rates and practice production. Her commercialindustry experience also includes leading several web development, UserExperience and Social Media Monitoring projects for National organizationssuch as the Fair Work Ombudsman, Defense Housing Australia and REST Super.To learn more about TIO membership contact Brooke Simmons-McIntyre,at [email protected] MARC ACKERMANDr. Marc Ackermanspecializes in theorthodontic treatment ofchildren with dentofacialdeformity, intellectual andphysical disabilities andsleep disordered breathing. He received his DMDfrom the University of Pennsylvania School of Dentalmedicine in 1998 and his certificate in Orthodonticsfrom the University of Rochester-Eastman DentalCenter in 2000. Dr. Ackerman later completedhis MBA in Executive Leadership at JacksonvilleUniversity Davis College of Business in 2009. Dr.Ackerman is the Director of Orthodontics at BostonChildren’s Hospital and teaches residents in bothpediatric dentistry and orthodontics for HarvardSchool of Dental Medicine.Don’t Miss Out!Subscribe at 2019 3

ORTHOPUNDIT.COMThe Conversion BreakdownBy Angela Weber, CMO OrthoSynetics & Dr. Ben BurrisToday’s orthodontic practice seekinggrowth requires a different mindset notonly in how new patients are attractedbut also in how we view key performanceindicators. Conversion rate from initial interestto contract start 15% Conversion rate from new patientvisit to contract start 25% No show rate for new patientappointments 41% Fee for full treatment 2998.00Let’s look at an example scenario What do you think about a practicewith the following statistics?Not feeling so great, right?Here are a few more stats about thesame practice: Opened May 10, 2018 Contract starts in the first six monthsof a cold start 300 Total production in the first sixmonths of a cold start 920,000.00 Total new patient appointments 1181 Days a week worked 3 Hours per day 9:00 am to 3:00 pm*Practice closed for three weeks in Junefor family trip to Europe(practice stats: Smiley Face or’s just BUSINESS

ORTHOPUNDIT.COMHow can this be? How can the initialstatistics reek of failure but the resultsin terms of case starts and productionscream success? The simple response isthat our traditional way of measuringkey performance indicators and ourbaseline for those metrics do not applyin a modern orthodontic practice.Current conversion rate thinking takesinto consideration a referral base thatis predominantly doctor referrals andpatient referrals. In which case you arereceiving new patient inquiries that havebeen primed. How many of those doctorreferrals and patient referrals never madetheir way to your door? You’ll neverknow or maybe you already do. If yourreferral GP’s are making it rain referralslips but you are not seeing the activitytranslate back into your practice, thenthat’s a lot of lost patients indicating lowactual conversion rate from initial pointof ––––––“The problem is thatwe have unrealisticexpectations of whatour conversion rate isand get frustrated whentracking of other newpatient sources doesn’tyield the same stats asthe improper tracking ofour traditional –––––––––From where we sit, it basically comesdown to which world you choose toinhabit. If you want to do things the wayorthodontists have traditionally donethem then you are limiting yourself to avery small biosphere where 1-2% of thepopulation get orthodontic treatmenteach year, where general dentists are themajor source of new patient referrals andwhere the traditional stats on no showand conversion rates make sense – wellthey kind of make sense. The problemwith believing that you should get60/70/80 percent of the initial, cold leadsyour office generates is that it neglects totake a great deal into account. Even in thetraditional biosphere. For example, if areferring dentist gives your card to 10 newpatients, how many of them take actionand call your office? Half? More? Less? Noone knows but from what we experiencedrunning a multi-specialty office weare guessing that half is generous. So,even though you are unaware, you arestarting with a 50 percent loss on initialleads right off the bat. Of those who call,what percentage make an appointment,show up, are ready and start? Half? 60percent? If you include every single oneinstead of arbitrarily excluding somewho are not ready or don’t start to padyour conversion rate, we think this ispretty close. So, even in the traditionalsetting with the advantage of the generaldentist referral your conversion rate frominitial lead to start is most likely 25%or less. And think of all the work youdo to get those leads, how few they areand how little control you have over thenew patient flow seeing how the GP canstop referring or hire an orthodontisttomorrow.The problem is that we have unrealisticexpectations of what our conversion rateis and get frustrated when tracking ofother new patient sources doesn’t yieldthe same stats as the improper tracking ofour traditional referral sources.And this brings us to the other option– the choice to live in the world where wecompete for the attention of the other 98%of Americans and attempt to convincethem to spend their discretionary dollarswith us instead of Disney, Toyota, plasticsurgeons, Spirit Airlines and AT&T. Inthis world the stats we gave you at thebeginning of this piece are very much inline with great performing marketing!Furthermore, if we ignore everythingbut the number of contract starts perweek/month/year (the only numberthat matters) then the rest is extraneousanyway. The point is that we are gettingmany times better results in terms ofproduction and case starts than any otherstartup we know of AND doing it on 3days a week, 9-3, 44 weeks a year!But it gets even worse (or better ifyou take our POV). The conversion ratewe work with traditionally is limited intime meaning that we look at it on a permonth basis generally. There is nothingwrong with that, but it fails to accountfor another big difference between thetraditional marketing mindset and ourpoint of view. Essentially, once someonedecides they are interested in a productor service then they will eventually getwhat they want at some point in thefuture. Think about the last time youconsidered getting something you wantedthen decided you didn’t have the time orthe money at that point in time. Did youforget all about it and never think aboutit again? Probably not – you’ll come backto it a few times and eventually pull thetrigger. Same happens when someone inthe market for braces no shows or doesn’treturn the initial call. They will come backto us at some point – and our advantageis that they can’t get the attractive pricewe are offering elsewhere! The net effectis that our conversion rate will climb overtime and because we are dealing withhuge numbers due to our market positionand pricing, these straggler conversionswill amount to hundreds of contractstarts!Look, it’s totally up to you todecide your mindset and your targetdemographic. What we are suggestingis that the traditional way of looking atnew patients, conversion rate and “qualityleads” may be flawed. All that matters ishow many cases start per week/month/year. This fact is hard to argue with. Doyourself a favor and at least consider thepossibility that the way we have alwaysdone it may not be the best for ourpractices, our lifestyles or our patients!Q1 2019 5

THE MOST INCREDIBLE FREE GIFTMARKETING, SOCIAL MEDIA & EVENTSGet a copy of this book for you and your top 12 referring dentists, FREEHELP YOUR REFERRING DENTISTS GROW THEIR PRACTICESAND THEY WILL SEND MORE REFERRALS TO YOU.The Elite Practice Formula details how Dr. Carlo Biasucci,a general dentist Tripled his practice in 3 years, to a value of 8.2 million(on the heels of an injury that nearly cost him his life) Cut his work week in half in the same timeframe Built a truly self-operating business that runs under its own power Effectively retired from clinical practice by age 38 and maintainedhis incomeThis book is as inspirational as it is tactical. Give it to your top referring GPs, and they will also get 3 special bonusesalso courtesy of you (and at no charge to you). The result: they will grow their practice, their affinity to you willincrease as a facilitator of actionable information showing up in their life, and that will translate into increased referralsto you. These Elite Practice strategies are based on real, proven-in-practice systems that are working right now.Everyone you choose to receive a free copy of this book will also get these 3 BONUSES: A gift-wrapped collection of the entire lastyear of Dr. Biasucci’s weekly faxes (52 in all) Complimentary membership to our weekendwisdom training series for practice growthand marketing Webinar training series: “3 strategies to doubleyour practice in 12 months”, and “MarketingAutomation”. Both are full of immediatelyactionable strategies and tactics6It’s just BUSINESS

MARKETING, SOCIAL MEDIA & EVENTSWOW Your Patientswith ConvenienceBy Dr. Keith DresslerPatient convenience, in addition tocost, is the top priority when people arelooking for health services, that includesorthodontics. Just three or four years agoit could easily take two or three in-officevisits before a banding occurred. Today,many practices, offer and strive for, sameday starts, largely driven by the desire towin the patient, make it as convenient aspossible to get started, and deliver a greatpatient experience.Patient experience has always been partof my wow factor, now more than ever Iam focused on delivering “wow throughconvenience.” I want to remove everybarrier possible, because in our Amazon,Google, everything delivered to mydoorstep society, convenience matters.CONVENIENCE MATTERSBECAUSE IT SAVES TIME.No one has time for unnecessaryactivities, that is why I now ask patientswho call with a perceived emergency totext a picture (or selfie) of the problemto my main office number so I candetermine if it is a real emergenc