Selling a Dentistry business

Dental practice deals move faster when you can explain the “Monday morning” reality. Buyers want collections (not just production), hygiene recall strength, provider coverage, and whether the space and lease keep the practice steady after you step back.

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What's your dentistry business worth?

What buyers evaluate, and how to prepare

Can you walk through last month’s production to collections?

Deal-critical

Collections

What buyers determine

Buyers underwrite what actually lands in the bank, not what the schedule produced. They’re looking for leakage from adjustments, write-offs, and stuck claims, plus whether collections depend on one key front-desk person. Clean, repeatable collections support lender confidence and usually push price and terms in your favor.

How to prepare

Reconcile production to adjustments/write-offs to collections monthly for the last 24 months
Break out collections by payer type (PPO, FFS, Medicaid/other), and top plans
Summarize AR aging and who works claims and patient balances, including follow-up cadence
Document patient financing use, fees, and how declines are handled at the front desk

Great answer

Over the last 12 months, we averaged $205k/month in production and $193k/month collected, about a 94% collection rate. PPO is 62% of collections, with the top two plans at 34%; adjustments average 27%, and AR over 90 days stays around 9–11% of total AR. Claims are worked weekly by our billing lead, and time-to-collect runs about 18 days. I can share the monthly reconciliation report from the PMS alongside bank deposits.

Good answer

We track production and collections monthly, and collections usually run in the low-to-mid 90% range. We still need to package a clean reconciliation with AR aging and adjustment detail.

Red flag

Production is what matters, and we’re busy. Insurance is slow, but it all comes in eventually.

How Rejigg helps:Rejigg pulls your financials into a clean data room so buyers can verify production-to-collections, AR aging, and adjustments without a long email chase.

Show me your hygiene schedule: how far out are you booked, and what’s your reappointment rate?

Deal-critical

Hygiene Recall

What buyers determine

In most general practices, hygiene keeps the schedule full and feeds doctor production. Buyers want proof that your recall system works when a hygienist leaves, cancellations spike, or the seller steps back. If recall is weak, collections often dip right after close.

How to prepare

Define active patients (for example, seen in the last 18 months), and report recall cohort counts
Pull hygiene book-out, reappointment rate, and the size of your unscheduled/overdue list
Document cancellation and no-show rate, plus the backfill process and who owns it
Map hygiene capacity by provider and day, and note coverage gaps or recruiting plans

Great answer

We define active as seen in the last 18 months, and we’re at 3,420 active patients. Hygiene is booked 4–5 weeks for prophy and about 3 weeks for perio maintenance, and our reappointment rate averaged 78% over the last two quarters. The hygiene coordinator works the unscheduled list every Tuesday and Thursday, and we track same-day backfills. Here are the PMS reports and the last 90 days of cancellation metrics.

Good answer

Hygiene is usually booked out a few weeks, and we run recall calls and texts. We need to pull clean reporting on reappointment rates and the unscheduled list.

Red flag

Hygiene is always slammed. Patients come back when they’re ready, and we don’t track reappointment.

How Rejigg helps:Rejigg’s Owner’s Guide points you to the exact hygiene and recall reports buyers ask for, and the data room lets you share them under NDA.

How many days do you personally work, and what procedures are you the only one doing?

Deal-critical

Provider Dependence

What buyers determine

Buyers are measuring how much revenue depends on you personally, especially for high-skill procedures and relationship-driven case acceptance. They’re also modeling what it costs to replace your chair time and how much production might drop during the handoff. Transferable dentistry widens the buyer pool and tends to reduce holdbacks and earnouts.

How to prepare

Break down production and collections by provider (owner, associates, hygiene) for 24 months
List owner-only procedures with volumes and collected revenue
Model the impact of reducing one owner day per week or stopping key owner-only procedures
Draft a transition plan for clinical days, cases in progress, and referral introductions

Great answer

I work 4 days/week and produced 58% of 2025 collections; hygiene is 29%, and our associate is 13%. The owner-only procedures are implants (12–15/month) and molar endo (8–10/month), which collect about $38k/month. We modeled replacement with a full-time associate at 32% of collections, plus a 90-day guarantee. I’m willing to stay 2 days/week for 12–16 weeks to transition those cases and introduce the buyer to key referring offices.

Good answer

I’m the main producer, and I do the higher-skill procedures. I’m open to staying on, but we haven’t quantified production by procedure and provider yet.

Red flag

Patients come for me, so the buyer will need to be like me. I’m stopping immediately after close.

How Rejigg helps:Rejigg lets you compare offers with transition requirements, earnouts tied to post-close production, and coverage plans in one place.

What’s your insurance mix, and are you in-network or out-of-network for the top plans?

Deal-critical

Payer Mix

What buyers determine

Payer mix shapes fees, margins, and how hard the front desk has to work to get paid. Buyers look for concentration in the top plans, how adjustments behave, and whether the practice routinely discounts beyond fee schedules. This varies by market, but it often changes valuation and determines the buyer’s post-close plan for fees, participation, and marketing.

How to prepare

Report collections by payer and top 5 plans with percent of total collections
Summarize adjustment and write-off rates by plan and any known fee schedule changes
Document eligibility checks, claim cadence, resubmissions, appeals, and patient balance collection
List membership plan terms and how discounts are tracked in the PMS

Great answer

Collections are 66% PPO, 31% FFS, and 3% other. The top two PPOs are Delta at 21% and MetLife at 12%; total adjustments average 26%, and we don’t discount beyond contracted schedules without documented manager approval. We collect copays at the time of service and run a weekly AR huddle. I can share plan participation, the fee schedules we keep on file, and AR and claims-aging screenshots.

Good answer

We’re mostly PPO with a meaningful FFS base. I can list the top plans, but we still need to package fee schedule, adjustment detail, and the AR workflow.

Red flag

We take most insurance. The front desk handles it, and the buyer can figure out the plans later.

How Rejigg helps:Rejigg’s data room helps you share payer mix, AR aging, and billing workflows only with vetted buyers under NDA.

What happens if an associate or hygienist quits?

Deal-critical

Team Stability

What buyers determine

In dentistry, continuity lives with people. Hygienists protect recall, and an associate can be immediate capacity. Buyers look at turnover, comp competitiveness, cross-training, and whether patients feel loyal to the practice brand or one clinician because staffing shocks can dent collections right after close.

How to prepare

Create a roster with tenure, role, schedule, and comp model, using ranges for early calls
Assign owners and backups for recall, insurance/AR, schedule templates, and treatment presentation
Write down your hiring, onboarding, and training steps for front office and clinical roles
Flag any known risks and outline a realistic recruiting plan and timeline

Great answer

We have two full-time hygienists with 6 and 9 years' tenure; recall is owned by the hygiene coordinator, and our office manager is trained as backup. Our associate has been here 3.5 years, produces about 13% of collections, and is paid 30% of collections with no guarantee, backed by a signed agreement. New patients are routed through a consistent scheduling template, not ad hoc. If a hygienist left, we have a temp pipeline and a reactivation and backfill process we can stabilize within 2–3 weeks.

Good answer

The team is stable, and I don’t expect anyone to leave. We haven’t documented backups for insurance and recall ownership yet.

Red flag

If someone quits, we scramble. It always works out because everyone knows what to do.

How Rejigg helps:Rejigg helps you present staffing coverage and workflow ownership clearly so buyers worry less about a post-close wobble.

Is the lease workable for a buyer and are there any odd clauses?

Important

Facility & Lease

What buyers determine

Lease problems can slow or kill an otherwise solid practice deal. Buyers look for enough remaining term, workable assignment language, and any personal guarantee requirements, plus whether the space supports the current ops count and patient flow. Clear lease and facility details prevent last-minute surprises that push closing dates or trigger price cuts.

How to prepare

Gather the executed lease, all amendments, rent schedule, and landlord contact info
Confirm remaining term, options, assignment and consent language, and any use restrictions
Document ops count and what’s actually usable, plus expansion potential and parking notes
If you own the building, document market rent and whether real estate is sold or leased back

Great answer

The lease has 6 years remaining, plus two 5-year options. Assignment requires consent not unreasonably withheld, and there’s no new personal guarantee for a qualified buyer. Base rent is $8,750/month, plus NNN, and we have the full amendment package and landlord contact ready. The space has 6 plumbed ops, 5 used daily, and room to add 1 more op without moving walls.

Good answer

The lease has been straightforward, and the landlord is reasonable. We still need to pull all amendments and confirm assignment terms in writing.

Red flag

I’m not sure what the lease says. The landlord will probably be fine, and we’ll deal with it after LOI.

How Rejigg helps:Rejigg’s data room lets you share the lease package securely and keep all lease questions in one threaded place.

What’s about to break, and who’s paying for it?

Important

Equipment & Capex

What buyers determine

Downtime and surprise capex hit dental cash flow fast, especially with chairs, compressors, suction, imaging, and sterilization. Buyers are estimating what they’ll have to replace in the first year or two and whether maintenance has been deferred. Being upfront here usually reduces retrades later.

How to prepare

Build an equipment list with age, condition, ownership, and maintenance history
Flag critical systems and known issues, including any temporary workarounds
Share invoices for major repairs and any warranties or service agreements
Estimate a 12–24-month capex and separate elective upgrades from must-replace items

Great answer

The core systems are stable: the compressor was replaced in 2023, the suction pump was rebuilt in 2024, and two chairs were serviced and reupholstered last year. Our pano is 8 years old, owned outright, and covered by a service contract, and we have the last two tickets. The main near-term capex is one older delivery unit we expect to replace within 12 months for about $9–12k, and it’s disclosed in the equipment schedule.

Good answer

Most equipment works well, and we repair things as they come up. We haven’t pulled a full age and condition list with maintenance records yet.

Red flag

Everything works fine if you jiggle it. I don’t keep maintenance paperwork.

How Rejigg helps:Rejigg organizes equipment schedules, leases, and service records so buyers can diligence capex risk without slowing the deal.

Where do your new patients actually come from?

Good to have

New Patients

What buyers determine

Buyers want to know if new patients come from repeatable channels like Google and referrals, or from something fragile like one relationship or the seller’s personal brand. They also look at basic front-desk conversion and no-show patterns because empty chair time is hard to recover. Predictable patient flow can help a buyer justify a stronger offer and get comfortable with financing.

How to prepare

Report monthly new patients for 12–24 months and split hygiene starts vs comprehensive starts
List top sources and include spend and booked patients where you can
Track call answer rate, booking rate, no-shows, cancellations, and your backfill process
Document your online reviews trend and who responds and requests reviews

Great answer

We average 38 new patients per month over the last 12 months. About 60% start in hygiene, and 40% book a comp exam within 30 days. The top sources are Google/Maps at roughly half, patient referrals at about a third, and a $1,200/month search budget that produces 10–12 booked patients per month. We review calls answered and no-shows weekly; no-shows run about 6%, and we backfill from an ASAP list the front desk works daily.

Good answer

Most patients come from Google and word of mouth, and we get a few dozen new patients per month. We need to pull the trend and conversion metrics.

Red flag

We don’t track it. People just find us, and we don’t really do marketing.

How Rejigg helps:Rejigg helps you tell a credible new-patient story to the right buyer type and keep outreach and follow-ups organized.

How will patients find out, and who will reassure them?

Good to have

Transition Plan

What buyers determine

Transitions in dentistry run on trust. Patients need steady messaging, hygiene needs a script, and cases in progress need clean handoffs so people don’t feel abandoned. Buyers also want to see how you’ll keep staff steady and protect referral relationships in the first 30–90 days because that’s when churn shows up.

How to prepare

Write a patient communication plan with timing for letters, email, SMS, and in-office scripting
List cases in progress and set handoff rules for crowns, implants, ortho, and phased plans
Define your post-close role and schedule, including introductions and consult availability
Plan staff retention conversations and consider targeted retention bonuses where appropriate

Great answer

We’ll run a coordinated handoff: an announcement letter and email about two weeks pre-close, plus consistent scripting for hygiene and the front desk. I’ll be on-site 2 days per week for 10–12 weeks to introduce the buyer and finish or hand off cases cleanly. We’ve already pulled a list of cases in progress, including crown seats, implants, and ortho, with a communication plan for each. I’ll introduce the buyer to our key referral partners in the first month.

Good answer

I’m willing to stay on for a bit, and we’ll send a letter. We haven’t built a detailed plan for cases in progress or staff messaging yet.

Red flag

Patients will figure it out. I don’t want to be involved after closing.

How Rejigg helps:Rejigg provides transition templates and keeps agreed timelines and responsibilities visible from LOI through close.

Straight from buyer evaluations

“Nine hundred active patients, a hygienist who's been there eleven years, and a recall system that actually gets people back every six months. This practice basically runs itself between cleanings and scheduled work.”

Patient LoyaltyBuyer impressed by patient loyalty at a general dentistry practice

“The insurance mix is what caught my eye. Over 60 percent of patients pay out of pocket or through preferred plans, with the rest spread across four insurance companies. No single insurance plan makes up more than 15 percent of the revenue. That kind of balance is exactly what you want.”

Balanced RevenueBuyer analyzing a dental practice's healthy revenue mix

“Three rooms running and a fourth already set up and ready to go. The associate dentist handles two full days on her own, and the front desk runs scheduling without the owner hovering. I can grow right into that fourth room without spending a dime on construction.”

Room to GrowBuyer excited about growth potential at a dental practice

“When I saw the hygiene numbers and how many patients said yes to recommended treatment, I knew this wasn't just a cleaning mill. There's enough scheduled work to keep me busy for a year before I even need to bring in new patients.”

Treatment AcceptanceBuyer reviewing production numbers at a dental practice

“The digital imaging equipment is current, the practice management software is well-maintained, and every patient chart transferred without issue. Practices with records this organized are rare. That's what let me move fast on the offer.”

Well-OrganizedBuyer completing review of a dental practice

How buyers value this type of business

Where you land in that range depends on how many active patients you have, whether you have an associate dentist who handles some of the work, and how your insurance mix looks.

2x–7x

annual profit

Depending on patient base, team, and how much runs without you

What drives a premium

A large base of active patients
The number of patients who've been in within the last 18 months is the single most important thing buyers look at. More patients means more value.
An associate dentist who handles their own patients
If an associate produces a meaningful share of the work, it shows buyers the practice doesn't depend entirely on you being in the chair.
Patients who pay out of pocket or through preferred plans
A higher percentage of patients not on discount insurance plans means better income per visit and less paperwork headaches.
Patients who come back for their regular cleanings
When most of your patients come back for their six-month cleanings, you have a built-in flow of work that doesn't depend on marketing.

Common add-backs

Continuing education courses, travel, and conference expenses you run through the practiceSalary or perks for family members on the payroll above what you'd pay someone elseEquipment purchases you bought early for tax reasons rather than because you needed them right awayPersonal vehicles or insurance bundled into practice expenses

What the process looks like

5–8 months from listing to closemedian 201 days across closed deals

1
Listing
The day your business goes live on Rejigg.
2
First messageMedian: 4 days later
A buyer requests a conversation by sending a first pitch.
3
First callMedian: 7 days later
Your first completed call with a buyer to answer questions about your business.
4
Letter of intentMedian: 59 days later
A buyer submits an LOI and you choose to accept, decline, or negotiate.
5
Deal closeMedian: 89 days later
Assuming all is well in due diligence, you close the deal.

See the data behind this timeline in the 2026 Insight Report

Typical buyer types

Associate dentists ready to own their first practice instead of starting from scratchDental groups adding locations in your areaPractice owners looking to expand with a second or third locationFirst-time buyers with dental experience who want an established patient base

Common questions about selling a Dentistry business

What is a dental practice typically worth (SDE multiple vs EBITDA)?

Most solo-owner general practices are priced off cash flow using an SDE multiple, since owner pay, benefits, and personal add-backs vary a lot. Larger practices with associates, strong hygiene, and manager depth may be viewed through EBITDA, especially for DSO buyers. Value usually swings with collections quality, hygiene recall strength, payer concentration, and how dependent the practice is on the selling doctor. For a starting point, use Rejigg’s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a>, then pressure-test it against your real collections and staffing coverage.

How do SBA loans work for buying a dental practice?

SBA 7(a) loans are common for dental practice purchases because they can finance goodwill, not just equipment. Lenders still want clean financial statements, consistent collections, and a transition plan that makes sense, especially if the seller produces most of the dentistry. Most buyers bring a down payment and finance the rest, sometimes with a seller note as part of the stack. Rejigg’s <a href="/sba-calculator" style="color: #1d4d05; font-weight: 600;">SBA loan calculator</a> helps you model payments at current rates so you can sanity-check what buyers can actually afford.

How long does it take to sell a dental practice from listing to close?

Timing depends on preparation, the buyer type, and the lease. Many practices take a few months to get to a signed LOI; then it’s roughly 60–120 days for financing, diligence, lease assignment, and transition planning. The usual slow points are missing production-to-collections support, landlord consent delays, and lender underwriting. You can speed things up by building a buyer-ready data room and answering operational questions early. Rejigg’s data room and deal tracking keep diligence moving without documents getting lost in email.

Do I need a broker to sell my dental practice?

You can sell without a broker, but you still need a real process: buyer sourcing, confidentiality, diligence, and offer comparison. Brokers often charge 5–10% for packaging and buyer access, which can be worth it in some situations and hard to justify in others. Rejigg gives owners the core infrastructure: pre-vetted buyers, digital NDAs, a secure data room, direct messaging, scheduling, and an offer dashboard. Start with the <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">prepare-to-sell guide</a> to see what buyers will ask for.

What documents should I have ready for dental practice due diligence?

Buyers and lenders usually ask for three years of tax returns and financial statements, plus dentistry-specific reports: production and collections, AR aging, payer mix, procedure mix, provider production, and hygiene recall metrics. They’ll also want payroll summaries, equipment lists (owned vs leased), the lease and amendments, and operational items like HIPAA and OSHA routines. Most diligence questions come back to the schedule engine and the revenue cycle. Rejigg’s <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence checklist</a> pairs with the data room so you can share everything securely.

What are common add-backs when selling a dental practice?

Common add-backs include personal expenses run through the practice (like vehicle, phone, and some travel), one-time legal or consulting bills, and non-recurring repairs. The biggest swing item is often owner compensation versus the cost to replace you with an associate, which can cut either direction depending on how you pay yourself. Add-backs need proof. If you can’t tie it to a receipt, a policy, or a clear one-time event, lenders may ignore it. Rejigg helps you organize support in the data room so buyers can validate add-backs quickly.

Should I sell the real estate with my dental practice or keep it and lease it back?

Either approach can work, and it often depends on your retirement plan and local real estate economics. Selling the building can attract buyers who want long-term site control. Keeping it can create steady income, but the lease has to be financeable, with enough term, reasonable options, and market rent. If rent is above market, buyers may reduce what they’ll pay for the practice because overhead will be inflated. Rejigg helps you present both paths clearly and keep lease and property documents organized in the data room.

What’s the difference between an asset sale and a stock/entity sale for dental practices?

Most small dental practice deals are asset sales. The buyer purchases equipment, charts, and goodwill, and leaves most historical liabilities behind. Entity or stock sales can be possible, but they raise extra diligence around unknown liabilities, payer contracts, and employment matters. The right structure depends on your entity type, state rules, and tax impact, so your CPA and attorney should model it. If you want the deal basics first, Rejigg’s <a href="/owners/owners-guide/negotiate-a-deal" style="color: #1d4d05; font-weight: 600;">negotiation guide</a> explains how structure can change terms and price.

How do earnouts work in dental practice sales?

An earnout pays part of the price later based on post-close performance, often measured on collections over a set period. In a dental office, collections depend on staffing, schedules, fees, and payer participation, so earnouts can get tense if those inputs change after close. If you accept one, spell out the metric, define the reporting, and clarify how buyer-driven changes are handled. Rejigg’s deal tools let you compare cash-at-close, earnouts, and seller notes side-by-side so you can focus on risk, not the headline number.

What is “working capital” in a dental practice deal?

Working capital is the cash buffer that keeps the practice running while money moves from procedures to deposits. In dentistry, the timing around payroll, supplies, lab bills, and insurance payments matters more than many owners expect. Some deals set a working-capital target, while others treat cash as retained by the seller and handle AR separately. The cleanest deals spell out who keeps cash, deposits in transit, AR, and unapplied credits, plus how the cutover works. Rejigg’s <a href="/owners/owners-guide/due-diligence-and-closing" style="color: #1d4d05; font-weight: 600;">due diligence guide</a> covers the common closing-day tripwires.

How is dental accounts receivable handled in a sale?

Many dental practice sales treat AR as kept by the seller, meaning you collect outstanding insurance and patient balances after closing while the buyer starts fresh. Some deals include AR, but buyers usually discount it based on age and collectability, so you need clean aging reports and a clear follow-up process. Also, clarify unapplied credits and prepayments so patients don’t get confused or double-billed. Rejigg’s data room helps you share AR aging and your AR policies under NDA while keeping patient financial info tightly controlled.

What happens to PPO contracts and credentialing when a practice is sold?

It depends on the payer, the buyer, and how the transaction is structured. Some PPO agreements are tied to the selling entity or the selling dentist’s credentialing, and others require new enrollment for the buyer and any associates. Delays can mean out-of-network periods or claim denials right after close, which can create cash flow stress. Build a payer-by-payer plan early and line it up with the closing timeline. Rejigg helps keep payer documents, deadlines, and the transition checklist organized in one place.

How do DSOs value dental practices compared to individual buyers?

DSOs usually price off EBITDA and focus on whether collections can be maintained with associates, stable hygiene, and tight billing and scheduling systems. Individual dentists often think in SDE and lifestyle terms, including location, clinical mix, and how quickly they can step into the schedule. The difference can show up in structure, too, like employment agreements, retention bonuses, and longer transition expectations. Rejigg helps you reach both buyer types and compare offers apples-to-apples in the offer dashboard.

What’s a typical transition timeline for the selling dentist?

Transitions range from a few weeks to several months, and it depends on how much production is tied to the seller. If you do implants, molar endo, sedation, or carry most of the patient relationships, buyers often ask for a longer step-down to protect case completion and trust. If associates and hygiene carry the bulk of collections, the transition can be shorter and focused on introductions and staff stability. The smoothest transitions have a defined schedule, duties, and a case-in-progress plan. See Rejigg’s <a href="/owners/owners-guide/transitioning-after-the-sale" style="color: #1d4d05; font-weight: 600;">transitioning guide</a>.

What non-compete or non-solicitation terms are common when selling a dental practice?

Most buyers require a non-compete tied to the practice’s goodwill, plus non-solicitation of patients and employees. What’s enforceable varies by state, and some healthcare-specific rules can narrow what’s allowed, so you’ll want your attorney to tailor it. From a practical standpoint, these terms shape what you can do next, including part-time work, consulting, or joining a nearby office. Make sure the radius and duration match your real post-sale plans. Rejigg keeps these negotiated terms visible alongside the rest of the deal points so they don’t drift late.

How are dental practice equipment and leases valued in a sale?

Cash flow drives most pricing, but equipment and leases matter when major replacements are near or when key assets are leased. Buyers want to see what’s owned versus financed, remaining lease terms, buyout amounts, and whether the equipment is mission-critical, like a compressor, suction, imaging, and sterilization. Older equipment doesn’t kill a deal by itself, but it can lead to credits or a lower price. Keep an equipment schedule with serial numbers, age, and service history. Rejigg’s data room makes it easy to share schedules and invoices securely.

When is the best time of year to sell a dental practice?

Dentistry is less seasonal than many businesses, but timing still affects deal friction. Most of the time, you want clean trailing-12 collections, stable hygiene coverage, and no major disruptions like a remodel or a key staff departure mid-process. Buyers may also plan around school calendars, and lenders can slow down around holidays. The right time is when your numbers are easy to explain and your team is steady. Rejigg’s <a href="/owners/owners-guide/prepare-to-sell-your-business" style="color: #1d4d05; font-weight: 600;">preparation guide</a> helps you get there.

How do I keep a dental practice sale confidential from staff and patients?

Confidentiality comes down to controlling access and staging disclosure. Share only high-level metrics at first, then release sensitive items like financials, the lease, and staffing details after a buyer is qualified and signed to an NDA. Plan tours and meetings so they look like normal vendor visits or routine office activity, which matters in a dental office where patients notice everything. Rejigg supports this with buyer vetting, digital NDAs, and a permissioned data room so you decide exactly what each buyer can view. Start at <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>.

How do I sell my dental practice?

What is my dental practice worth?

Most dental practices sell for 2 to 7 times their annual profit. Where you fall depends on your active patient count, your insurance mix, how often patients come back for cleanings, and whether the practice produces without you in the chair every day. Try <a href="/" style="color: #1d4d05; font-weight: 600;">Rejigg</a>'s <a href="/valuation" style="color: #1d4d05; font-weight: 600;">free valuation calculator</a> for a starting estimate.

How long does it take to sell a dental practice?

Do I need a broker to sell my dental practice?

What do buyers look for in a dental practice?

Will my dental staff stay after I sell my practice?

In most successful transitions, yes. Your hygienists, assistants, and front desk team usually stay because they're the ones patients know and trust. Buyers want them to stay too and often offer bonuses to keep key staff through the transition. Having a simple list of your team members and their roles ready before buyer conversations helps show the practice is ready to hand over. <a href="/owners/schedule-consultation-call" style="color: #1d4d05; font-weight: 600;">Talk to Rejigg</a> about transition planning.

Do patient charts transfer when I sell my dental practice?

How does insurance credentialing affect selling my dental practice?

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