November 30, 2022

DEO’s Financial Secrets To Grow Dental Organizations: Ken Kaufman and Ashley Kaufman

Dental entrepreneurs often have only part of their vocation master: Dentistry. Meanwhile, they overlook the accounting and finance principles necessary to thrive as a business leader. The business acumen of a dental entrepreneur is a difference between their success and failure. 

Welcome back to the Author Hour Podcast. I’m your host Hussein Al-Baiaty and my next guests are Ken and Ashley Kaufman, here with me today to celebrate and talk about their new book, The DEO’s Financial Secrets to Grow Dental Organizations. Let’s get into it.

All right, everyone, I am here with my friends Ken and Ashley, here to talk about their brand-new book they cowrote. I’m really excited about a very niche audience, but it’s actually an amazing one, and a lot of the things that they’re going to talk to us about today are very relatable. I know, being an entrepreneur myself, there’s so many things in the book that reminded me of those early days and those middle days and how I was able to pull my stuff together.

Ken, Ashley, thank you so much for joining me today, I’m really excited.

Ken Kaufman: Hussein, thank you so much, thrilled to be here.

Ashley Kaufman: Thank you.

Hussein Al-Baiaty: Yeah, absolutely. Congratulations again on your book. How has the process been? How did it treat you all?

Ken Kaufman: It was definitely a journey. There were those times when we were just in the flow and crushing it, and then there were times when all the great ideas seem to dry up, and it felt like, “Can we really push through?” So I think for your listeners, Hussein, where we’re at now, just push through those tough times and there’s a big payoff when you get there.

Hussein Al-Baiaty: I love that so much.

Ashley Kaufman: Absolutely.

Hussein Al-Baiaty: Yeah, Ashley, can you tell us a little bit about your personal background and how you all came together and decided to write this book? I know there’s a funny story about you coming to your dad and saying, “Hey, this might be a little boring subject, let me make it fun,” but before we get into that, I want to know a little bit about both of your backgrounds, your histories, and how you came to this work.

Ashley Kaufman: All right, Ken, do you want to go first?

Ken Kaufman: Sure. So I started my career just like anyone else — I shouldn’t say just like anyone else but, you know, I went to college. I worked for a startup company, and it was just so exciting to be involved in growing and building a company and I decided to get my MBA. I did that, and I learned so much. I landed way too early. I was given way too much responsibility and way too big of a title, way too early in my career. 

I was a chief financial officer at a very young age, or CFO of a fast-growing company, and I learned so much there. Then I did consulting for a while, and then I landed in the dental industry, and I’ve been in the dental industries now since 2006, in either a CFO or a president CFO role, and what all this has done is, I’m way passed Malcolm Gladwell’s 10,000-hour rule.

Probably times two or times three, and I’ve learned so much about how to help dentists, especially dentists who are trying to build a group of practices, or trying to expand just beyond themselves as the day-to-day provider. There’s so many things that they can do to improve the outcomes of trying to build a business that it got to a point where this was boiling over, and I felt like I needed to get it written down in a book format.

Hussein Al-Baiaty: Yeah man, it’s so powerful. Ashley, what about you? Where are you in the scope of everything? I know you worked on this book with Ken but talk to me a little bit about where you’re at and how you came to be where you’re at?

Ashley Kaufman: All right. So me and Ken’s story is a little interesting. Ken is actually my dad and honestly, I’m 18 years old. I’m fairly new to the dental industry, but really my story is, I read the Harry Potter books when I was seven years old, and I wanted to be the next J.K. Rowling.

Ken had tried — he had attempted to write this book years and years ago, and he succeeded in self-publishing it, and the concepts were definitely geared to a more broad entrepreneur audience, and so Ken actually approached me and said, “Hey, I want to rewrite this book, but we want to make this about dentists,” and he understood my skills. He understood my writing skillset, and he asked that I be a part of the process, and it has been a wonderful, wonderful journey.

Hussein Al-Baiaty: Wow, that’s so powerful. I love that so much, and kudos to you for rooting yourself in that writer’s world and visualizing in the future what you could be doing. At a very young age, my father taught me tons around art and life and how those two go together. 

I say this a lot, and it’s kind of funny, but art saved my life in so many ways, and my dad specifically, from the refugee camp in which we lived in at one point. My father’s lessons were very unique, and I see this connection between you and your dad and him just trusting your abilities. 

I mean, you’re very young but also, you come off very wise, and I just appreciate that about your connection here. It means a lot to me because I know, working with my father on many various different projects throughout life, and art and creativity was beautiful because I felt most trusted around him in trusting in my abilities.

So Ashley, you’re a creative, and you talked about growing up, you wanted to be the next J.K. Rowling, which I think is amazing. I love this relationship between you and your father and how he approached you, rather, perhaps maybe you approached him to make the book a little bit more focused around the specific audience he was trying to reach.

I think that’s really powerful, but also very unique. Can you tell us a little bit about that experience in writing this book or I guess, rewriting this book from a perspective of an entrepreneur, a fictional character, but that faces these pain points that your father points out and helps people around?

Can you tell me about that process a little bit and how you came up with these ideas to help solve those problems for the character?

Ashley Kaufman: Yeah, absolutely. So first off, it’s so impactful to me that you are talking about your father and the impact he had in your life. I definitely think it’s so cool because my father, Ken, he’s the one who had shown me that I can do anything that I set my mind to, and it’s really cool that he’s the one who has given me this opportunity.

And as we were writing this book, my role and my responsibility is to make sure that the content is consumable because really, Ken has so much knowledge and so much expertise that we want to make sure that it is delivered in a format that readers will enjoy and that readers, it will really hit home for the readers, and honestly, Ken would tell me about their pain points. 

He would say, “You know what? Associate equity and associate compensation are really big pain points for these dentist entrepreneurs, and you know what?” And then I would see things on Facebook talking about that, about dentist entrepreneurs asking questions about that. 

Well, I will see emails coming into his inbox, and I would talk to dentist entrepreneurs face-to-face, and we would talk about those pain points, and I really grew to care about them, and I agreed to care about making sure that they receive the clarity that they deserve.

Hussein Al-Baiaty: Yeah, I love that so much, and I love the segue into clarity because that’s the thing about entrepreneurs, right? When I was young and yes, it’s very exciting, you get support, especially from the family members, it’s all love. But then when you start the business, that’s kind of your first hurdle, right?

And as you grow, and as you grow into the vision you want to create, sometimes clarity starts to get foggy, and the things that you wanted to do start to shift and change, and the more people you start to hire, the more experts you try to bring along, they start to challenge some of the ideas that you may or may not have had. 

So I think it’s really important. Super cool of you to go in and do the research but from an alive place, like actually talking to the people with those pain points and helping you develop those characters to help solve those problems because ultimately, that’s what we want this book to do, is as soon as you start to flip through it and I got to say your book, the writing was very readable. 

It was very easy to digest, even though again, I’m not in the dentist field or industry, but like I said, I could easily relate to some of those topics. So a very unique approach to this book, which I really appreciate from both of you.

Why You Need Clarity

So let’s dive in. As a dentist and an entrepreneur, why is clarity the foundation you built the whole book around? And this is either to you, Ken or Ashley.

Ken Kaufman: Yeah, I’ll take the first crack at this. It’s important to note that Ashley’s work here was to build up some very realistic characters that go through and struggle with these pain points that are so common in this industry, and my job then was to go in between this narrative and following the story, is to insert technical content and how-to’s on what the dentist entrepreneurs need to do in order to overcome the challenges that they’re facing, and the underlying issue that exists is a lack of clarity.

Because when you first start a business, and if I put this in the context of a dentist, when a dentist first opens up their first practice or they buy their first practice, they immediately know all the employees. In fact, some of them are probably family members. They get to know all of the patients. They know every single transaction and every single detail about everything that’s happening in their dental practice.

When a dentist has a desire to try to expand and grow, maybe hire an associate to work with them in their practice or maybe to build or buy a second or a third or maybe a 10th location, what happens is that dentist starts to get further and further away from all the details of what’s happening day-to-day and that drives anxiety way up, not knowing what’s happening, always afraid of what’s coming around the next corner because you can’t see. 

You don’t have visibility and clarity as to everything that’s going on in the business. What the underlying premise of this book is trying to accomplish, is to put financial clarity tools into the hands of the dentist entrepreneur that will allow them to build and grow their business as big as they want, but do it anxiety free.

Because these clarity tools give them the visibility and the vision that they need, both looking backward and going forward, so that they know how to make the right decisions and how to continue to take care of their employees, to take care of the patients, and to continue to build a great company.

Ashley Kaufman: To add on to that, Ken. These dentist entrepreneurs are so smart. They’re truly the cream of the crop, they’ve got all the right things figured out. As Ken was talking about, as the business grows, things get more confusing, and that becomes more anxiety, but clarity truly is the anxiety slayer.

That is what we’ve dubbed it in the book, and we stand by that, that clarity slays anxiety. We know these dentist entrepreneurs, and we know what they’re capable of and we know that they can solve problems, they just need to know what those problems are, and that’s what the financial clarity tools will help them with.

Hussein Al-Baiaty: Yeah, I love that so much because you shape it to be as if those underlying issues, they don’t surface up right away. In a way, you want to be prepared for when they do, but if you don’t know that they’re going to come around the corner, you’re in a little over your head, perhaps, or you don’t have the right person or team, and those things play a major role in growth and in limiting beliefs, right?

So I think having that clarity tucked and ready to go can then help you solve what is to come. Perhaps not the problems you’ve already solved, right? You have a good system in place and tools in place, but what is to come as you grow into that vision, which is sort of around my next question, in many dental entrepreneurs and really, entrepreneurs in general. I know I went through this, we’re heavily involved with the day-to-day like you were talking about, Ken.

Which can lead to, honestly, a variety of mental health issues and living. Because you’re taking on so much, especially anxiety, especially what’s going to happen next, you’re being really reactive as supposed to creating a response and putting in place things to take care of that response. I think it’s really powerful thinking ahead and creating that vision. What’s something that those people in the dentist field, what is something they can focus on when hiring staff around that long-term vision?

Ken Kaufman: This is one of the places where these dentist entrepreneurs face their biggest challenges, and some of these principles that I’ll talk about here are fairly timeless, and they work in any industry. What happens is, in most instances, an entrepreneur starts to become overwhelmed, and their family relationships, their marriage or partner relationship starts to suffer. Ashley does a great job of showing how these things are happening, and problems and challenges are bubbling up personally because the business is becoming so overwhelming. 

What happens is, or I should say, the only way to overcome that is to ultimately, to build processes and systems and to hire really good people to come in who can help run those processes and systems, and probably even improve them over time. It’s really, really common for entrepreneurs to double clutch on everything and not want to let things go.

Yet, when they identify where is the greatest pain they’re having, the greatest frustration, the greatest anxiety in the business, and they hire first around somebody who can come in and help with those specific acute issues and problems and start to hand some of that off, and then they replicate that again and hire somebody else to take on other pieces of it, it’s actually two emotions that come. 

The first one is relief, and then the second one is fear. I’m relieved because now I’m not overwhelmed with all of this, but then now I’m afraid, and I feel this anxiety because I’m not in the details and what’s happening, and then is my business really doing well? And so again, these tools come in and they help just put a nice bow on the package, so to speak. It’s trying to build and grow a business, you have to let certain things go and you’ve got to replace how you are getting all your information about running your business with tools that give you the information you need to continue to make the right decisions, and continue to lead your, now, team of employees that are helping you build and grow your business.

Ashley Kaufman: You know, Ken, I remember one of the first things that we decided on as we were writing this book is that we wanted to discuss not just the financial clarity tools and not just the specific financial know-how. We also want to discuss how, for entrepreneurs, they become very interconnected with their business, and sometimes it can throw their life out of balance.

And that was a really fun challenge for me as I was writing about our fictional character, Dr. Julia Miller, to show how she was able to focus on her business as well as the other relationships in her life, as she became more healthy, her business became more healthy.

And that process that you were talking about, of letting go of that control a little bit, of feeling that relief and feeling that fear, we watch Julia go through that and struggle with that and feel those emotions, and I think it is super relatable and realistic for our readers to watch that.

Hussein Al-Baiaty: Yeah, I mean, again, I’m not in the dentistry world, but I felt very much, you know, it was very relatable to me in some of the things that I’ve experienced in owning a business. So I think it’s really important. You talk about hiring a finance leader, right? That they can come in and keep a pulse on the business.

And I think that’s a really big decision. You can come in from the financial world, and applying that knowledge to the dentist industry is exponentially important. I think having the right team, like a CPA or book keeping, all these things, all play the role. Tell me a little bit about why this is such an important aspect of a business, hiring a financial leader to help keep tabs on things?

Ken Kaufman: It really is, like what you said, everything that you just said there is so true and what happens is, as the business grows and as the business is successful, having a finance leader frees up an entrepreneur to focus on building and growing the business. While the finance leader is making sure that the business is being run soundly, that costs are not getting out of control, that revenues aren’t dropping as a result of some set of challenges or problems.

It’s just somebody who is always continually testing the pulse of the business and making sure that all the efforts that are being put in by all the employees are creating the best possible outcome. Now, of course, we’re talking about ultimately building a profitable enterprise, and I want to just insert here that the finance leader becomes a steward of the business model that the entrepreneur is creating. They become an innovator of it and ultimately, their job is to try to make that business model as successful and profitable as possible. 

I know in today’s day and age, some people would say, “Well, a business shouldn’t be too profitable.” The truth is, and especially in healthcare, but the truth is that dentists owe it to their patients to build a profitable business so that they can keep investing in new technologies and in new ways to improve the experience the patients can have, so that they can receive the care that they need. 

But it all comes back together to that the finance leader is the one driving and helping to make that business as successful as possible within the vision and the balance, so to speak, that that dentist entrepreneur has set up for themselves. 

Hussein Al-Baiaty: I think it’s extremely important. I mean, for someone else to not only take on those reigns but also to help guide, right? Sometimes as much as we’d like to be in the know about every aspect of our financial, that every aspect of the financial components of the business, it is hard to keep track of that and everything else, right? Because that in it of itself requires sometimes a team, right? Depending on how big your business is. 

Ken Kaufman: That’s right. Hussein, I want to throw something out there and get Ashley’s take on this, what we did here when Ashley was writing the narrative, we introduced into Julia’s life somebody who could be her finance leader, and it turned out to be her stepfather, who was relatively newly introduced into her life because her father had passed away. He’d been a dentist and he had passed away a few years earlier. 

Her mom got married sooner than Julia was ready, and there was this man named Ed, now showing up in her life, and Ashley, I think it would be fun if you just tell a little bit about the storyline that you wrote there in this conflict that Julia and Ed were feeling and tension and pressure, and then ultimately, it resolves itself. 

Hussein Al-Baiaty: Walk me through that please, Ashley. 

Ashley Kaufman: I would love to share really, this is actually a plot line that developed as we continue developing the plot. Just in that Julia felt like Ed was replacing her father, and it becomes a symbol of Julia’s father, who was a dentist himself, and it becomes this symbol of Julia accepting that and is not replacing her father, the dentist, but enhancing and stepping into those shoes of the stepfather. And really, Julia is just going through this journey of learning how to trust him and learning how to be okay with his presence in the dental office. 

Really, I believe that is a symbol of how it is hard for dentists to let another executive in, to let them assist in making sure that we can get the best healthcare to the patients, and it is really interesting to watch Julia learn to trust Ed because it’s hard for her, but it is this beautiful journey and this beautiful ark, and it was very fulfilling to write. 

Hussein Al-Baiaty: Yeah, it’s amazing. There’s so many things that we have to put in something so invisible. Trust is obvious; it is not tangible. It is something you cultivate, build, nourish, feed into, and it’s so powerful because I think for me, I remember when I hired someone that just would take it strictly like taxes, my CPA and all that stuff, you know it took me a few dinners and lunches to meet with this person to just get their take on things.

Just to understand them a little bit and to build that trust. Because here is someone I am going to hand over the identity of what I believe the backend of my business to. I want to know that they can really help me, not only keep a pulse on it but navigate the trenches ahead and especially through growth and growing pains. There is a lot of need for that trust to be robust. 

So I really appreciate that, and what a cool and clever way to embed that into the writing so that the reader can feel connected to it, it’s really powerful. So one of the hardest things to do in business is obviously keeping a balance, right? The balance between growth and maintenance, also known as the operational expenses, sometimes it can be a dilemma. Tell me about how you helped walk people through that. 

Throughout your book, how can they start thinking about this maintenance, right? Because not all financial growth is specifically profits, sometimes it needs to go into feeding the beast, if you will, but keep maintaining the business, marketing, all kinds of aspects of it, right? Hiring people, all that good stuff. So talk to me about the importance of this balance. 

Maintenance Versus Growth

Ken Kaufman: Sure. So in dentistry, it’s a really clean separation, so to speak, between these because let’s say you’re a dentist and you decide I am going to build my own dental practice. I am going to leave where I’m working, I’m going to build my own, and I am going to be my own business owner and build this business. 

Well, as soon as you get that business launched and started, and you get it up and performing to about where you want it to, maybe you could perform a little bit better but you get it into a good range, then you start to think, “All right, I want to now open another practice. I can do this again” and maybe I want to have five practices or ten or 20 practices at some point in time. 

So what happens is the dentist will start to put all their effort and time into opening and building the second practice, and then guess what happens to the first one? It starts to struggle without the dentist there full-time day-to-day doing what they do, and so the thought process between maintenance and growth expenses is you have to make sure that that dental practice that you’ve already opened is already going, that you’ve got the structure in place, so that that practice can continue to perform at or very near its peak performance area and it stays there. 

You have to be willing to spend the money on the right employees and the right technologies so that that can continue and keep happening. Then you have all of these other expenses that are going to show up and time and effort that are going to go into building this other practice, but you can’t co-mingle that with your first practice. That practice needs to stand alone on its own two feet and be successful. 

So you move to the second practice, and you are making investments and building out that second practice and doing marketing, so that the community knows you’re there and you can attract patients in, you are recruiting another doctor to work in that practice because you are still working in the other one possibly and there is a lot of expense that goes into doing that, but now, you have a second box, so to speak, or second practice. 

When you say, “All right, I am ready to go do the third practice.” Well, practice number one and practice number two need to be given all the resources so that they can continue to operate at that optimum level, and it is really, really hard to do because you get so focused on that next new practice that you forget about what’s happening, and what resources, and what helped your existing practices need. 

The reality here, Hussein, is it is a challenge for a dentist entrepreneur to keep this balanced because there is a lot of work and effort going on all around and practice number one is very busy and has lots of patients coming in, and practice two starts to get there and then practice three that we’re building and it’s really, really hard for team members to switch tasks. 

It is very hard to say, “Okay, I have a dental assistant to work on this side with the doctor in this practice; but three days a week, I am going to pull them over to a completely different practice, put them on a completely different doctor because we are still building this practice up over here.” Well, when you take that resource away from practice number to go help practice number three, all of a sudden, you see how things can start to get conflicted, and employees start to get confused and they don’t know really what their role is, and frustration can arise. 

Entrepreneurs love this because they love all the new growth and all the new ideas, but these employees that want to be just a dental assistant are now getting pulled in all these different directions, and you have other employees, they’re getting pulled in all of these different directions. All of this comes down to maintenance versus growth. 

Maintenance is what does it take to keep your account practices operating at their top level, and you don’t want to mess with that. Don’t mess with those, you want to draw a line and then have all the expenses that you need to go and build up your new practice. Does that make sense? 

Hussein Al-Baiaty: Yeah, I love that so much because you are putting in place such an important — I think again back to this idea that this is why your book is so relatable to even just regular entrepreneurs. For me, putting in place systems and tools and processes so that I am slowly able to pull away from those day-to-day decisions or specific decisions. 

Whether it be design, whether it be whatever, putting in place the right people, the right systems, so that it could stand on its feet, on its own. But then yeah, when I go off to start doing other things, I am not constantly pulled back in. It is costing me attention and focus, and they could be distracting, especially while you try to build phase two, phase three of that vision, as you go on and grow. 

So the importance of setting that foundation is incredible, and I am glad you really wove that throughout the book. Planning a future for a business is crucial, and it is obviously built around clarity. We talked about the vision but tell me, how can one sustain and create strategic partners in that planning? And how do you — I know you talk about this a little bit with the finance leader, but how do you start bringing in another people to help you navigate what that looks like, that path? Who are some other key individuals that we would want to bring in as we build?

Ken Kaufman: It’s a great question. The first place, I want to start there really quickly is, there is a big difference between looking back at what’s happened in the past and then actually putting a plan together for the future, and those are two completely different mindsets actually, and your finance leader can straddle it, but usually you’ll have an accountant or a CPA who is helping with all of that historical backward looking stuff. 

But those people often struggle to look forward and to build a plan for the future, and so that finance leader is very key to help you start to look forward and I’ll be honest with you, dentist entrepreneurs, when I first talked to any of them about forecasting and planning financially for the future, they all look at me and they say, “Ken, I don’t have a crystal ball. I don’t know what’s going to happen or how things are going to end up this year or next year.” 

Certainly, in these inflationary/recessionary times, I am hearing a lot of that. It is hard to tell what’s going to happen in the future. The reality is that you have to put the discipline in place to plan and forecast out towards your future, and when you do that, it reveals what you need. Who are the key individuals? What the key ingredients and the key partnerships that need to happen?

When you sit down and take time to build out a forward-looking forecast or a plan, all of those things start to pop up, and one way that we like to describe this is when you look at the future, and you look at what you’re trying to accomplish, wherever you have the most anxiety and the most fear is probably where you need to make your next hire. 

For example, let’s say you’ve grown from one practice to five, and you are getting very worried because in each of the five practices there aren’t standard operating procedures, and you see that some practices are doing much better than other practices and you just don’t have consistency amongst them, and you are getting very worried and concerned about that. 

Well, that means you probably need to hire an operations person that can come in, build up those standard operating procedures, implement training, systems, and tools to get everybody aligned and all rowing in the same direction, so to speak, of the business. Or you could be looking and saying, “Wow, we seem to be doing really well with attracting a lot of patients into our practices, but it seems like we’re really struggling with getting those patients to accept the treatment that we’re receiving.” 

You say, “Okay. Well, our next hire needs to be somebody who can come in and teach and train and build out a process to present cases to patients, and help patients understand the value of the treatment that is being recommended by the doctor, and helping them accept that treatment” And sometimes maybe even helping them find some type of patient financing program if it is a very expensive procedure that is needed. 

Everything about looking to the future is about exposing where those anxieties and fears and concerns are. That gives you all the information you need, so you now know who those next team members need to be in order to help you to continue to grow. 

Hussein Al-Baiaty: So powerful. I think what you’ve laid out throughout your book and even in these conversations, just amazing tools and ways that someone in that position as a dentist entrepreneur can navigate that growth process. It starts with a state of mind. I always refer back to that, it is always developing that state of mind and, of course, if there are fears. 

If there are anxieties around certain things, it’s like, put some energy and resources there. Start there and watch, like you said earlier, right? The anxiety slayer, right? Put that to use and bring it all together. Ken and Ashely, I got to say this has been such an informative and liberating conversation because I am not going to lie, I really just appreciate both of your approaches here and with dad sort of at the helm with all these knowledge bases. 

But with the daughter coming in being like, “Okay, that knowledge base could be dry. Let’s do it like this.” I just love that relationship. Genuinely, it reminded me a lot of my father and the things that he wanted to instill in me. You know, I just got to say, I’m really proud of both of you, and congratulations to both of you. This is such an incredible process to go through but writing a book is no easy feat, so congratulations, seriously.

Ashley Kaufman: Thank you so much. 

Hussein Al-Baiaty: Yeah, absolutely.

Ken Kaufman: Thank you, Hussein. 

Hussein Al-Baiaty: Actually, I feel like this won’t be your first or last book. I’m sure you’re already working on something else. I am really excited to hopefully have you on the show again and talk about another book. 

Ashley Kaufman: It sounds great, looking forward to it. 

Hussein Al-Baiaty: That’s awesome. All right, well, if there is something that you want people to take away from the book, what would that one thing be, and I will start with Ashley and then I’ll move on to Ken, what would that one thing be Ashley? 

Ashley Kaufman: One of the things that I want them to take away is that we are huge proponents and huge believers that once you have clarity then you can move forward, and you can act. Because really the vision and the mission for dentists is so powerful and so impactful for communities as a whole, the care that they are giving to patients and the way that they’re helping their oral health is so, so important. 

I believe that as they gain that financial clarity that they can fulfill their mission more completely, and that they can further their vision. So what I’m hoping they take away from it is the knowledge that, as they implement those clarity tools, that they will be able to act in a way that will help them throughout their future. 

Hussein Al-Baiaty: I love that. What about you Ken? 

Ken Kaufman: Yeah, Ashley, that was phenomenal. I would add on to that and say right now, dentistry is a very exciting place to be. There are so many opportunities and there is so much room, so to speak, for someone to show up and just, and build an amazing business. It’s happening every day around us. 

There is a lot of attention and focus right now on the dental industry, private equity, where there is over a trillion dollars sitting in private equity accounts because they are looking for good investments. They are looking at dentistry, and they’re looking at investing in businesses with dentist entrepreneurs who have a vision, who understand what impact they want to have on the world and on their communities, and now is the time to act. 

Now is the time to move, and what Ashley and I have put together here is hopefully a resource that can help you move forward with confidence and move forward and just go after that dream, whatever your vision is and whatever your dream is. There is just so much opportunity to go and execute on it and be a very, very successful and build an amazing business and have an amazing impact on maybe thousands, maybe hundreds of thousands, maybe even millions of patients. 

Hussein Al-Baiaty: That’s very powerful. Well, thank you two so much for joining me today. I have learned so much throughout your stories and experiences. The DEO’s Financial Secrets to Grow Dental Organizations, that’s the name of the book. Besides checking out the book, where can people find you, Ken or Ashley? 

Ken Kaufman: Yeah, the best place to find me would be either on Facebook or on LinkedIn, and if you just search Ken Kaufman, I should pop up. 

Ashley Kaufman: Yeah.

Hussein Al-Baiaty: Very cool. 

Ashley Kaufman: Where you could find Ken, you could find me. 

Hussein Al-Baiaty: That’s awesome. Well, thank you two so much for joining me today. It’s been an incredible episode, I’m sure our listeners will learn so much. 

Ashley Kaufman: Yeah, thank you.