The subject of ‘leadership’ has fascinated me for decades; what constitutes a good leader, are they born, chosen or just wired that way? And I want to start this article with the punch line – that we are ALL leaders in some aspect of our lives, professional and/or personal. So we may as well accept
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Previously, in the Chris Barrow blog … 40-year old principal delivering £3000 a day of dentistry Associate delivers £1500 a day Hygienist delivers £750 a day of S&P and whitening Gross revenues £1m Net profit before tax £300k Principal wants to be out of the rat race at 55 and requires a secure,
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I had the real pleasure of addressing an audience of over 50 on Thursday evening at an “Evening with Chris Barrow” organised by Dave Wood-Griffiths and his team at Lloyds TSB. I am going to use this forum to thank Dave for an excellent event – well planned, organised and executed. A few highlights from
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It started with a “normal” practice visit. The principal is 40 years old and I’ve worked with him a few times over the years, although we haven’t spoken in detail for about 5 years. He has steadily built a private practice and turned it into one of those “million pound units of dental business” that
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I should start a series of these encounters. Arrive Holiday Inn Express, Dartford at 09:00 for a 10:00 start. Walk to front desk: CB: “I’m here for the IDH meeting today” Young male receptionist (YMR): “I don’t have a booking in that name.” CB: “so why do you have a notice board at the front
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Opportunity for dentist to join expanding private practice in SW11 and grow invisalign / invisalign teen business. Some Ortho experience ideal. Current principal has used google Ads to grow this aspect of the business to 200 + cases per year. Candidate would have to be good salesman/ communicator, and be responsible for own business strategy,
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This is what I consider to be the quintessential financial planning outline for any independent dental practice in the UK that wants to stay on top of the numbers despite the external economic environment. What do these key areas mean to you in the practice? How do you measure and keep on top of them?
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I’m going to start of my week’s theme on Financial Modelling with this email that I recently received. I’d like to know if you find yourself in a similar siuation and whether you’ve found a solution to this that works for you. I’ll be posting more on this as the week continues. Hi Chris, Since
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An opportunity has arisen for a qualified orthodontist to start in a London private general practice. Ideally would be experienced at Invisalign as well as routine fixed and orthopaedic orthodontics. Current principal has business model that generates 200+ Invisalign and 75 other cases per year, but he wishes to concentrate on building restorative side of
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I was recently looking at the marketing results of a shop front, high street practice (not in Liverpool!) where a careful analysis had been conducted of their last 12 months marketing. Particular reference was made to the source of new patient enquiries and the results were both a surprise and a confirmation: 30% from “walk-in”
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