Three of mydentist’s leading merger and acquisition (M&A) experts share what really matters when navigating the journey of selling a practice.
Selling a dental practice is one of the most significant transitions in a dentist’s career – often filled with anticipation, but also uncertainty. While many principals begin planning their exit years in advance, the moment the sale begins can feel overwhelming without the right guidance.
Rather than focusing solely on valuation or timing, they discuss understanding your motivations to sell, aligning with the right buyer, and challenge long-standing misconceptions about corporate dentistry in the UK.
Why your exit plan matters more than you think
A sale doesn’t start with listing your practice – it starts with clarity about your future. Roisin O’Brien, senior M&A manager, highlights this as the cornerstone of preparation.
”There is an array of elements that any practice owner should consider but the most important, I feel, is to have a carefully thought-out exit strategy that includes timings. Timing is very important when selling your practice. For example, they need to consider the demographics of their practice – is the revenue heavily based upon their work – if so, they may have to realise a tie in. If that’s not something they want post-acquisition they need to start taking the steps, before considering selling, to rectify that which in turn takes time.’
Roisin O’Brien
Jon Day, head of M&A, encourages owners to play the long game.
‘I’d recommend any owner looking to sell their practice starts thinking about what this could look like well before they actually want to exit, and that they have a clear strategy on what their aims are post-sale. For many, it’s about more than just the money – you will need to be ready to come to market at the time that best suits your business, not at the last minute when you need to get out.’
Jon Day
Finding and choosing the right buyer
Demand for practices remains high, but not every buyer is right for every seller. Shaun Wilde, director of business development, encourages owners to stay grounded in their original motivations.
‘What is the reason for selling your practice? This reason should determine who the right buyer is for your practice. If you’re planning to retire, for example, then selling to a buyer who intends to take your patient list and work in the practice could work out to be the most viable route.’
Shaun Wilde
He adds that motivations differ, and so should buyer selection: ‘However, if you are selling with a view to relinquishing the burden of running your practice, then a corporate buyer could be the best option.’
Jon Day echoes the importance of alignment: ‘It’s vital that the vendor understands the buyers plans for the practice and how they wish to develop the business moving forwards. The last thing a vendor needs is to sell their practice but still be left with the day to day running of the practice and all the stress and distraction that this brings with it.’
He also warns that deal structures vary widely: ‘There is likely to be some form of deferred payment, with some buyers this can stretch out to as much as five years. Some buyers will also attempt to target the vendor on the performance of the practice post sale. This is completely counter intuitive.’
Challenging the myths: corporate dentistry isn’t what many expect
For some dentists, selling is a route back to clinical work – but misconceptions about corporates can cloud decision making. Shaun Wilde addresses this head-on: ‘Historically, there has been a misconception that corporate buyers will take away or dampen clinical freedom. Luckily, this couldn’t be further from the reality of mydentist, with clinical freedom remaining at the core of everything we do.’
Jon Day adds: ‘We promote clinical choice and have the largest clinical support network in the UK. I have also heard misconceptions that corporates will try and tie you into a deal and penalise you against targets. However, mydentist structures the deal with a two-year tie-in and will not target the vendor on practice performance post completion.’
Roisin O’Brien stresses the tailored nature of mydentist’s approach: ‘One of the biggest misconceptions I’ve seen is that all corporates are the same and that they all offer a “one size fits all” approach. From the outset, we’re open and lead with transparency with our vendors – that’s something I’m very proud of.’
Top takeaways from mydentist’s M&A experts
1. Communication is key at every stage
Regular dialogue, clear expectations and involving trusted team members can ease pressure and keep the process moving.
2. Experience matters when choosing a buyer
Look for buyers with a proven track record in transitioning practices smoothly and tailoring deals to individual situations.
3. Work with a specialist legal team
M&A-experienced legal support – ideally with dental or healthcare expertise – ensures compliance with clinical regulations and avoids last‑minute complications.
Learn more about mydentist or contact the acquisitions team here.
This article is sponsored by mydentist.
