In 2018, after 25 years of running a small solo practice with six employees, Dr. Redmond noticed a significant shift in the dental landscape of his area. “I started noticing that the older dentists in town were retiring,” he recalled. “But nobody was buying their practices. They were having to sell out to DSOs (Dental Support Organizations) at cut rates.”

This trend created an unexpected surge in patient demand, prompting Dr. Redmond to take action. Recognizing the opportunity for growth, he invested in a larger office with space for expansion. He brought on a second dentist, and the practice experienced remarkable growth, doubling its revenue in just three years.

Growing Pains

However, this rapid expansion came with its own set of challenges. Dr. Redmond found himself overwhelmed by the increased workload. He struggled to streamline operations and manage the growing demand. The practice was often booked three and four months in advance, leaving him little room for comprehensive care.

“Growth is a problem if you can’t manage it well,” Dr. Redmond explained. “That’s the issue we were facing. Professionally, it was more stressful. I had gone through the process of expanding, and things were working out well, but we were all running around crazy all the time. I had more work than I could handle and needed help.”

Dr. Redmond found himself grappling with decision fatigue, constantly “putting out fires” rather than focusing on the type of patient care he desired to provide. He realized the management style that had worked for his small practice was no longer effective. “It was my fault; when I had a small practice, I could just stick my head out the door and say, ‘This is what you need to do,’” he explained. “But we got way beyond that point, and that method wasn’t working anymore.”

In 2021, Dr. Redmond discovered a potential solution to his practice management challenges while attending the annual meeting at the Alabama Academy of General Dentistry. Attending a lecture by Dr. John Meis, co-founder of The Team Training Institute (TTI), he immediately recognized the value of their approach. “I was sitting in the back listening and furiously texting my office manager to let her know I’d found what we’d been talking about–getting systems in place,” Dr. Redmond recalled. After consulting with a colleague who had positive experiences with TTI, he decided to take the plunge. “I’m not an impulse buyer, but if something seems logical and makes sense, I’ll move forward,” he said. “After speaking with the president of Alabama’s Academy of General Dentistry, who was using TTI, I thought, ‘Let’s get this monster under control.’”

“The Impact Was Immediate”

The decision to partner with The Team Training Institute proved transformative for Dr. Redmond’s practice, Southern Smiles of Sylacauga Dental. “TTI made a massive difference, not just in growth, but in making things manageable and organized,” he said. The impact was immediate, with revenue jumping by 55% and organizational efficiency improving substantially within the first year.

Over three years working with The Team Training Institute, Dr. Redmond’s practice has continued to flourish. Southern Smiles of Sylacauga Dental family expanded to 12 operatories, two dentists (and a third recently added), four hygienists and 18 employees. Profits are up, and the practice’s revenue has doubled since starting with The Team Training Institute, representing a remarkable 300% growth over six years.

Systems Are Everything

Before TTI, Dr. Redmond and his team struggled to organize and set up systems. He credits TTI for providing the structure and systems his practice desperately needed. The transformation occurred across several key areas:

1. Hygiene Optimization

The first TTI intervention was Hygiene Explosion training, which quickly improved the bottom line, providing an immediate return on investment through small but powerful changes in the hygiene department. “Optimizing production had a big impact,” Dr. Redmond noted. “That made a big difference in our bottom line. You don’t feel like you’re selling stuff to patients. Instead, it’s explaining treatment they need, such as fluoride treatment for exposed roots.”

The results were significant, with hygiene production increasing by 25% within the first month. Dr. Redmond observed substantial improvements in areas such as sealants and fluoride treatments. “TTI helped my hygienists understand that they’re not just scraping teeth; they’re helping patients and educating them,” he said. “Before TTI, we probably ranked 2/10 on sealants and 1/10 on fluoride for root protection. Now, we are at a 7/10 on sealants and an 8/10 on fluoride. We’re not perfect, but there’s been a big improvement.”

2. New Employee Systems

Prior to implementing TTI’s systems, employee training was inefficient and often an ineffective process. “Before, it was taking up so much time,” Dr. Redmond explained. “We’d bring in a new employee and training them was difficult without having a manual or clear guidelines. It seemed like we were constantly running into issues with getting folks trained and knowing what to do in all the different situations.”

The introduction of comprehensive procedure guidelines and training manuals streamlined the onboarding process, particularly for dental assistants, which is something the practice didn’t have before. “This systematic approach has saved time, ensures consistency in patient care and practice operations and has made it easier when hiring new team members,” Dr. Redmond said.

3. Management Systems

TTI helped Dr. Redmond and his team implement clear guidelines and systems for practice management. This included structured roles for team leaders, routine morning huddles, monthly meetings, and consistent feedback systems. These changes significantly improved communication and accountability within the team. “It’s not just helping me,” Dr. Redmond emphasized. “It’s definitely helped the other leaders in my practice, including my office manager, Michelle, and Dr. Casey Price. Although I had management positions in place before TTI, nobody knew what to do. All my team leaders gained support from TTI, which has been key to our success.”

Implementing these systems has led to a more organized and less stressful work environment. While challenges still arise, the practice is better equipped to handle them efficiently. “Systems were a necessity,” Dr. Redmond said. “We had to get something in place, and that’s a never-ending process, but we’ve got a core now. We’re doing well. The practice is way better and continues to improve. While our office culture has always been rather good, it’s less stressful. With our TTI Business Coaches’ help, we’ve learned to maximize the schedule and keep it from becoming overwhelming.”

4. Case Acceptance Systems

TTI training on case acceptance and effective patient communication has improved the practice’s bottom line and enhanced patient care and satisfaction. “We now have systems for patient handoffs and for talking to patients to ensure that treatment plans are clearly explained,” Dr. Redmond said. “Patients feel more informed and confident in their dental care.” The practice even incorporated innovative training methods, such as using case slides during team meetings for staff to practice diagnosing and explaining treatments as if speaking to patients.

Building a “Tiger-Proof” Practice

An essential aspect of Dr. Redmond’s practice transformation has been working towards what TTI calls "Tiger-Proofing"—ensuring that the practice can operate smoothly even in the absence of key personnel.

“We’re becoming Tiger-Proof,” Dr. Redmond explained. “We’re not all the way there yet, but the systems help.” He cited an example of how this approach benefited the practice when his primary assistant went on maternity leave. The systems in place allowed for a smoother transition and rotation of responsibilities.

“My main assistant just had her first child,” he said. “She’s been with me for eight years. We’d always tried rotating assistants, but you get comfortable with certain people. When she went out on maternity leave, we started rotating, so we’re getting there with the Tiger-Proofing. The systems are helping everything come into place.”

Measurable Results + Increased Satisfaction

The impact of TTI’s systems on Dr. Redmond’s practice are substantial and measurable. “The Team Training Institute is the fourth consulting group I’ve worked with over my 31 years as a dentist,” he said. “While they’ve all helped to a certain degree, The Team Training Institute really covers where the rubber meets the road.”

The financial results were immediately apparent. “When we finished that first year with The Team Training Institute and had more than doubled our revenue, I thought, ‘Damn! This really is making a difference!’” Dr. Redmond shared. “The office is profitable, we are busy, and while I don’t look at numbers every day, that first-year jump was a clear sign.”

Beyond the financial improvements, Dr. Redmond noted significant enhancements in patient care and personal satisfaction. “Before TTI, when I expanded, I was so busy that it was hard to do comprehensive care,” he said. “I’m a better dentist now because I can do a better job and not just put out fires all the time. Not only has it decreased my stress level, but it has also made my practice a lot more gratifying.”

The improvements have not gone unnoticed by patients either. Dr. Redmond shared that patients often describe the practice as “a well-oiled machine,” and the practice consistently receives positive reviews and feedback. “Patients definitely notice the difference,” Dr. Redmond said. “A recent patient review said, ‘Southern Smiles is a dentist office you won’t regret walking into. Whether it is for cleanings, fillings, or a dental implant, I’ve always walked out with a better, happier smile. This team will take care of you like no other. They are truly incredible.’”

A Worthwhile Investment

Reflecting on his experience with TTI, Dr. Redmond is convinced of its value. “If I hadn’t started working with The Team Training Institute, it would have taken ten times longer to get those systems in place, if we’d even gotten them in place at all,” he said. “We’d still be running around crazy, trying to figure things out.”

He offers a word of advice to fellow dentists and practice owners: “If you’re having trouble getting things in place, especially if you’re really busy, and you’re willing to make changes, The Team Training Institute will make a huge difference,” Dr. Redmond said. “It does require putting the work in. However, I can tell you from my experience it’s worth it. It has made a huge difference at our office—in organization, lowering stress, making things less hectic and increasing our bottom line.”