The Group Dentistry Now Show: The Voice of the DSO Industry

Margaret McGuckin, Principal & Co-Founder of i3 Ignite joins the Group Dentistry Now Show. On this episode Margaret discusses:

🔥 Her time as COO at ClearChoice Management
🔥 Women in executive positions and diversity in DSOs
🔥 Her passions working with specialty dentists and practices
🔥 The patient experience with implants
🔥 Team training
🔥 Scaling and Growth at your dental group
🔥 And much more

To contact Margaret, email her at margaret@i3ignite.com or visit the www.i3ignite.com website to learn more.

If you like our podcast, please give us a ⭐⭐⭐⭐⭐ review on iTunes https://apple.co/2Nejsfa and a Thumbs Up on YouTube.

Our podcast series brings you dental support and emerging dental group practice analysis, conversation, trends, news and events. Listen to leaders in the DSO and emerging dental group space talk about their challenges, successes, and the future of group dentistry. The Group Dentistry Now Show: The Voice of the DSO Industry has listeners across North & South America, Australia, Europe, and Asia. If you like our show, tell a friend or a colleague.

Choose your favorite listening app below and subscribe today so you don’t miss an episode! Full transcript is also provided below.

Full Transcript:

Kim Larson:

Welcome to the Group Dentistry Now Show, the voice of the DSO industry. Kim Larson and Bill Neumann talk to industry leaders about their challenges, successes, and the future of group dentistry. Visit groupdentistrynow.com for more DSO analysis, news, and events. Looking for a job or have a job to fill? Visit joindso.com. We hope you enjoy today’s show.

Bill Neumann:

I’d like to welcome everyone to the Group Dentistry Now Show I’m Bill Neumann. Thanks, everybody, for listening in. As always, we appreciate our audience, whether you’re listening in on Apple or Google or Spotify, or you happen to watch us on YouTube, or just find us on groupdentistrynow.com. Without an audience, we wouldn’t have a show. And of course, without great guests, like the next one that we have here, we would not have an audience. So we appreciate our guests as much as we appreciate our audience.

Bill Neumann:

So you may know this face if you’re watching, or you may know the voice if you’re just listening to us, but we have Margaret McGuckin. You see her at a lot of the DSO meetings. So whether they’re virtual or now we’re finally getting back in person. She’s done the Dykema meeting before and a bunch of others. So Margaret, welcome to the Group Dentistry Now Show.

Margaret McGuckin:

Thank you. I’m thrilled to be with you on this cold winter’s day in Denver.

Bill Neumann:

Is it cold in Denver?

Margaret McGuckin:

14 inches of snow and very cold.

Bill Neumann:

Gosh. Well, we don’t have 14 inches of snow here in Philadelphia, but it’s cold. We have about an inch left. A lot of it’s melted. So Margaret’s company is i3 Ignite. She is the co-founder in principle there. She’s going to get into exactly what i3 does, but first, I’ll give you a little bit of her background.

Bill Neumann:

She was the founding chief operating officer for just a small, probably never heard of them before, a company called ClearChoice Dental Implant Centers. I’m kidding about that. Most people should know who they are. They were acquired by Aspen Dental Management. What, about maybe a year ago now?

Margaret McGuckin:

A little. Yeah. Almost two years ago.

Bill Neumann:

Is that right?

Margaret McGuckin:

Well, they were acquired in January.

Bill Neumann:

Yep.

Margaret McGuckin:

Of 2021. So, yeah.

Bill Neumann:

Yeah. That was-

Margaret McGuckin:

I think that’s right.

Bill Neumann:

That was a big deal. Aspen, not necessarily known for acquisitions. It was a really nice fit. But Margaret was like I said, the founding chief operating officer there. So she was there when they had one location. But talk a little bit about that one location, because this is really interesting.

Margaret McGuckin:

So it was literally an open bay ortho office in which ClearChoice was started. So, can you even imagine doing implants in that type of physical facility? No. We were crazy. We had to take our patients to their surgery in a town car, a Lincoln Town Car, and then brought them back for the restorative work.

Margaret McGuckin:

We converted a storage room that wasn’t that big, into the restorative suite for the prosthodontist. It was one of the offices that was so old that it still had the sliding glass up at the front desk in the reception area.

Bill Neumann:

Yeah.

Margaret McGuckin:

It was very much a place to just understand whether there was any demand for implants. It was just really a proof of concept location in terms of, is there demand? Is there demand for this?

Bill Neumann:

So you had no previous dental experience. So you came in as a COO to an unproven implant center. So, what brought you over and what were you doing prior to that?

Margaret McGuckin:

It sounds a little crazy in retrospect.

Bill Neumann:

Little bit.

Margaret McGuckin:

Little bit, but there are a lot of parallels to my entire career. One is, I worked for a large publicly held company. The division that I was in, responsible for new products, new ventures, M&A, so BizDev, was part of this division. And the president of this division ended up being one of the co-founders of ClearChoice. And we did amazing work together, and very, very innovative work for the entire industry.

Margaret McGuckin:

We had a business plan to basically ask the board of directors for a $40 million investment, so we could go completely digital. We were a media company, and nobody else in the industry was even considering doing that. And so when he started at ClearChoice, I happened to be a chief marketing officer at a healthcare company, direct-to-consumer, in Texas.

Margaret McGuckin:

And he called and said, “Hey, I think we’ve actually validated demand. Would you come work for us and scale us? Because you know how to scale better than anybody I know.” He was a former McKinsey consultant, came up through the CFO ranks, and so he knew a little something about scaling. So yeah, we packed up our stuff and moved back to Denver, and I loved every minute of it.

Margaret McGuckin:

I’ve got these five don’ts for a dental startup. I had had a mix of working for very large companies and working for startups, in my background. I worked in several totally different industries. So I was an entrepreneur in corporate life and then I did some startups. In dental, one of my five don’ts is don’t be afraid if you’re a newbie to dental because the industry needs your fresh thinking.

Margaret McGuckin:

And when I look back on it, I spent two months listening, observing, asking questions, listening some more, reading the textbooks, asking docs questions till they probably wanted to just kill me. But I did that for two months. And then I wrote all the operating, developed and wrote all the operating processes, restructured the team in terms of how we did our end-to-end workflow, based on first query, from somebody all the way through discharge.

Margaret McGuckin:

Developed new roles for people, developed the training, delivered the training, recruited everybody. And we had to get this done because our flagship opened six months after I joined ClearChoice. So I took a couple of months to learn and then I wrote, and then I got all that work structured. And then it was time to start recruiting, hiring, and training people for the flagship.

Margaret McGuckin:

So it was fast, but I really, really encourage people to not be afraid of coming into an industry you don’t know. Because it’s fun, it’s exciting, and you’ve got fresh eyes on things that we’ve been doing the same way for a long time. And you will have a new perspective on that. And that is so critically important to the industry’s success, as well as each individual company’s success.

Bill Neumann:

So at ClearChoice, you were there, scaled up from that first location you talked about, to 31 locations. Now, 31 locations may not sound big in the scheme of things as far as if we’re just location-focused. Sometimes we get that way in the DSO space, but talk to me about that. At 31 locations, what was the revenue like?

Margaret McGuckin:

135, close to 136 million.

Bill Neumann:

Yeah. Yeah.

Margaret McGuckin:

And we opened 31 locations. Not all of which were de novo, but by far, the majority were in four years.

Bill Neumann:

Wow.

Margaret McGuckin:

That’s from the opening date of the flagship and then, of course, I stopped counting revenue six months before we actually completed the transaction with the private equity company at the first turn.

Bill Neumann:

So these are massive practices. We’re doing a lot of implantology.

Margaret McGuckin:

Oh, yeah. Uh-huh (affirmative). And only implantology. The top performing practices were in the 12 million plus revenue range. And we were quite EBITDA positive, which one of my … So EBITDA is so important and we talk about it so much today because of what’s happening in the M&A environment, which is super exciting.

Margaret McGuckin:

But really, if you’re a startup, if you’re an early stage DSO, you’re never going to get the EBITDA if you don’t get the revenue. So I always say, focus on revenue, focus on revenue, focus on revenue. Be a smart operator and the EBITDA will come, but don’t think that you can reduce expenses and create growth, significant growth anyway.

Bill Neumann:

Yeah, that’s some great advice for sure. I think especially the solo practitioners, we’re focused on revenue production. And then, of course, as you start to scale up, all of a sudden this EBITDA thing comes in and now you’re going to worry. Which way do we go? Right?

Margaret McGuckin:

Uh-huh (affirmative).

Bill Neumann:

So it’s still focus on the revenue, but don’t be crazy about just cutting costs to increase the EBITDA.

Margaret McGuckin:

Yeah. You can incrementally reduce expenses and improve your EBIDA, no question about it. And there are a lot of great companies who can help practices do that. But ultimately, you will never have anything dropping to the bottom line if you don’t have revenue, if you don’t have collections or production. And it tends to be often faster to work that top line. And not again, that you should ever not be a good operator and go crazy with expenses. That’s just stupid.

Bill Neumann:

Right. Right.

Margaret McGuckin:

Yeah.

Bill Neumann:

So we talked a lot about ClearChoice. You exited ClearChoice. Tell us a little bit about what you did from ClearChoice and now, and I really want you to focus on i3 Ignite because you’ve been in the industry now, doing this consulting work for quite a while. I met you, it’s probably four years, five years ago.

Margaret McGuckin:

Yeah. Yeah. So I actually, right after ClearChoice, went to be chief operating officer for a technology company that needed a turnaround. And the gentleman who had been in charge of cell services at this big publicly held company asked me to come in and do that. He was on the board. So I did that for a year and then decided I was really burned out. And so I love healthcare and I love entrepreneurs. And so I just gave my time for 18 months, gratis, to an organization that coaches startups in the healthcare field. And I loved it. And that was one of my ways of giving back.

Margaret McGuckin:

And then I said, “You know what, I’ve got this friend and I’d like to do something with her.” And so we started consulting, but we did not focus in dental at all. We actually focused in other industries. Some healthcare consulting. Actually, she comes out of some different industries than I do. And we did consulting in industries like large, publicly held construction related companies and those types of folks. So it was a very broad strategic view of consulting.

Margaret McGuckin:

And then right, about four years ago, I said, “I really miss dental. I want to go back and just do dental, exclusively.” And I had a few dental clients and I said, “I love dental in my heart. It’s where I feel I love the people and I feel like I can have some impact.” So i3 Ignite, really the three Is represent issues, insight, and impact. And that describes the process, which is I primarily work with visionary docs, not exclusively. I also work with DSOs, of course, and have worked with chief clinical officers within DSOs.

Margaret McGuckin:

But these visionary doctors have issues they’re struggling with and they’re struggling with them now. And one of the things I do, instead of bringing an extremely structured program right from the get go, which I did initially, but found that was not what these docs needed. They needed somebody to meet them where they are today. And every week, to discuss with them what a problem is that they’re grappling with and haven’t figured out. And by the end of the call, having a solution. So bringing these issues forward, and then I bring insight to these issues.

Margaret McGuckin:

I have frameworks that I’ve created, approaches and tools. And the great thing is that they see impact, the third I, now. They get unstuck. They get better outcomes faster and they really bring their vision to life. So my approach is, i3 Ignite is what you need to ignite your growth and change the future of dentistry.

Bill Neumann:

So you’ve been doing this now, this i3 Ignite, officially for the past three, four years, right?

Margaret McGuckin:

Right.

Bill Neumann:

Because I know you, your background being at ClearChoice, you work a lot with specialty doctors. So, do you still do a lot of that? You have this specialty docs on the implant side. Do you find that’s what you’re working with or you run the gamut?

Margaret McGuckin:

While it runs the gamut, I do work a lot with specialists and with folks who are starting implant centers. And specialty is so hot right now, Bill, in the M&A space, but I’ve been working primarily with specialists for many years. And I think a lot of that was because I worked with over 100 of them at ClearChoice and we really developed one of the first interdisciplinary specialist approaches at ClearChoice. So, yeah.

Margaret McGuckin:

And there are very few things I haven’t tried or seen in probably the DSO space, but especially in the specialty space. So I am able to be both very broad and extremely deep. So it’s things as simple as this has been a longstanding client, they have a young partner and he really wanted to increase his revenue significantly. And we worked together and he more than doubled his revenue.

Margaret McGuckin:

And it’s just having, I think, that personal relationship in terms of really thinking through with him about what topics should he have in his study clubs, who’s in the study clubs, what makes for an interesting or relevant presentation. And then really, because most docs are scientists and so they understand experiments and they understand data. And so we developed a series of experiments that were data based and figured out what works for him.

Margaret McGuckin:

And what works for him, there are principles that might work for somebody else, but I think the power in this is being able to really customize for every doc, based on what it is that they need. And not just dumping everything on them at once, but structure some quick wins, get them tools, get them frameworks, do it in a way that works for them. And what works for him might be slightly different than what works for another young partner, but the issues are the same.

Bill Neumann:

That’s really interesting. You talk about what the doc’s looking for. That to me, says that there’s a ton of opportunity in the space. When you can customize your approach for the dentist, like if they want to focus on implantology, or if there’s something that maybe they’re not necessarily good at clinically, they can focus on that.

Bill Neumann:

Because that’s what a lot of times you talked about the clinician are the scientists. They want to grow their business in a direction a lot of times, and you can do that. But you’re not just helping them find a specialty to focus on. You’re also working with the team. So talk a little bit about how help the team, so the doc can concentrate on what they want to concentrate on and grow the business.

Margaret McGuckin:

This is one of those that is, I think, so interesting because I’m going to take it back to culture for a minute. And culture is really a series of behaviors. Culture is created by a series of behaviors. It’s not created by statements. It’s not created by things on the walls. It’s not created by all the things we wished created culture, because it’d be so much easier.

Margaret McGuckin:

But no, it’s really about a series of behavior. And one behavior isn’t enough to create a culture. It has to be a series and everybody needs to be on that same page. And so I think especially some. There are situations where unfortunately, this is another don’t, but don’t let culture take a backseat.

Bill Neumann:

You have five don’ts. Is this the second one?

Margaret McGuckin:

Yeah, this could be the second one. Yes, because culture creates results and I’m all about outcomes. That’s why I love doing what I do and love doing what I did in more corporate environments. And having had experience in both acquisition and de novos, I think one of the real challenges with acquisitions and I have so much respect for these integration leaders, is that it is much more difficult to change a culture if the doc leader is not good at leading a team, than it is to just bring a group of strangers together and create that culture and be very secure in the knowledge that you’ve helped the doc understand their role as a leader and what that means.

Margaret McGuckin:

So I think there are a lot of things that docs can do in terms of making sure culture doesn’t take a backseat to all the other priorities of the day. And I think from a team standpoint, when the doc and the officer practice manager are partnering with each other and really have created a strong patient focus, number one, and a strong employee focus or team focus, number two, and who’ve created a strong process approach to workflow so that you can really be efficient, I think you’re unbeatable.

Bill Neumann:

See, you’re doing a lot with these groups. So we talked a little bit about the specialty side. We talked about the culture and we talked about the staff or the team and how you can help them.

Bill Neumann:

I think as you start to scale, and I really want to focus on this because that’s why you were brought over to ClearChoice, to really help scale, go from that one to 31, as you start to scale and bring on more associates, more docs, how do you identify docs that may be struggling? And then, how do you handle that situation?

Bill Neumann:

Because I think that can be, especially for, if you’re talking about one of these entrepreneurial dentists that come in and you may be able to identify them, but how do you handle that? Give us a long answer, probably.

Margaret McGuckin:

Such a good question. So I think as you just said, identifying upfront that they’re going to be a good fit is really important. And this now is my much more standard operating procedure than it was then. But we used to literally say to docs as we were recruiting them, “Here’s what we expect of you,” in written form. “Here are the results this location needs to achieve and here’s your role as a leader. Is this of interest to you?”

Margaret McGuckin:

Because if it is, great, then let’s have further conversation in greater depth about how. There’s Jack Welch and others, including Warren buffet, have said, what’s most important to success in companies, especially young companies, is not so much their experience for that particular thing. I’m just going to use implants as an example. The first, listen, it was super critical because nobody knew what the heck we were doing with this whole implant thing to have extremely amazing docs.

Margaret McGuckin:

They were the foundation on which we built the company, but there are a lot of docs who can very easily be what I call clinically coached. If they understand that this needs to be a $12 million location and they, as the leader of that location are going to be looking at seriously, I would bring samples of the reports they’d be looking at. These are the types of reports we’re going to be talking about together. And here, I’m going to be asking you at least once a month, maybe more, what you are interested in working on in terms of your development, your team’s development, and the development of the center.

Margaret McGuckin:

What is it that you want to work on? Because I can help you. I can support you in that growth, my team and I. So a lot of it I really think is making sure you are extremely clear at the front end about the pressures, about the deliverables they’re going to need to own, and about the upside for them, and about who is an effective leader in this type of situation. And there are effective leaders for a large multidisciplinary location, and there are other very effective leaders for a single location where the culture is primarily just that one location.

Margaret McGuckin:

I wish there was one answer, but you just have to be super, super clear, set the right expectations during recruiting. That alone scares a lot of people off. The ones who are left, you’re like, “Okay, we can work together. We can support you. We can make this happen if you are really committed to it.”

Bill Neumann:

I’ve got one more question that is related to the work that you did at ClearChoice and what you’re doing now at i3 Ignite. Really, they brought you in again, ClearChoice, for being a scaling expert. So, do you have any really quick tips and tricks? Again, the scaling, if you could just throw some words of wisdom out there, that would be great.

Bill Neumann:

Because you hear it time and time again, where there’s this practice count, whatever it is. Three locations, five locations. You hear it all the time. And that you get stuck and then you may even go backwards, right? Whatever that is.

Margaret McGuckin:

Yeah.

Bill Neumann:

Whether it’s revenue, whether it’s motivation, frustration, it could be a combination of all. And it sounds like it happens to every single group out there.

Margaret McGuckin:

Yes.

Bill Neumann:

So let’s talk a little bit about just any words of wisdom, if somebody finds themself in that position.

Margaret McGuckin:

Yes. So I’d say, top three things. One is, you have to have a focus on revenue, net collections, production, whatever data point you want to use. And you have to understand that your processes related to revenue generation are more critical than processes related to expense reduction. They’re both important, but a lot of people don’t think that they need processes to scale revenue.

Margaret McGuckin:

They’re like, “Well, I don’t know. It just happens.” Uh-uh (negative). It does not. You will only get growth if you are process focused when comes to revenue generation, and you’ve systemized things and then you need to iterate. So I’d say, focus on revenue process and systemization. Three then, is iterate. And I say, iterate, meaning data.

Margaret McGuckin:

You have to continuously, like every week, every day, improve what you’re doing, because pretty soon that becomes scale. And it creates best practices which are eminently scalable. And that’s the heart of your playbook, but don’t try to iterate without data. Don’t iterate just only based on observation and asking people questions. Get data. And then add in all of your observations.

Margaret McGuckin:

So here’s an example of one of our secrets to scaling, and I call it rapid iteration. Every week, there were several of us, a handful, less than five, who got together because we were responsible for revenue generation. And I happened to be responsible for the P&L of all of our locations, and responsible for pretty much all the DSO functions, except accounting and finance. Nobody wants me there, for sure.

Margaret McGuckin:

And I know real estate. I don’t know, probably just about everything else that related to patients and our locations, I was responsible for, including HR and some things like that. I was not responsible for legal, which Brian Clay will tell you was a good thing too. So this three or four of us got together every Friday morning. We had all been out in our locations for four days that week.

Margaret McGuckin:

Four days, typically two. Two markets a week and lots of phone calls to all the other locations in between. And we brought our observations back in, in terms of what we needed to do to increase our revenue. And we, every day, looked at our dashboard. And I knew we every day looked at our dashboard because I would call people and say, “Hey, did you see the number with this metric? What are your thoughts on that?”

Margaret McGuckin:

So everybody knew what the expectation was, and everybody was very focused on the data. And so we sat down with the data and we sat down with our observations and our questions. We typically sat down for three hours, maybe four. But at the end of that, we had one thing, not two things, not three things, not five things, one thing that we were going to change on Monday morning.

Margaret McGuckin:

My team and I developed a communication system. And the only reason I say I is because we had no money. We had no money and so we couldn’t hire people for 18 months. Maybe? It was a long time.

Bill Neumann:

Yeah.

Margaret McGuckin:

So we were each doing this stuff, rolling up our sleeves and getting it done, figuring out how to do it and getting it done. And so there was a communication system in place. So every location knew by the end of Friday afternoon, what was going to change Monday morning. And they were on board and they knew what they had to do. And they said, “Yes, we’re committed to doing it.”

Margaret McGuckin:

And then we checked in with them and said, “Okay, so it’s Tuesday or Wednesday, typically Tuesday. How are things going? What are you seeing? What’s working well? What’s not working?” So it was very clear. If they didn’t have any data from Monday, we were like, “Hold on, reset.” And we came out with that one thing that we were going to experiment with or test with, which is one of my five don’ts for a dental startup, which is, don’t be afraid to test.

Margaret McGuckin:

Listen, it’s a week. There’s just not enough risk in a week to make a difference, but the upside is ginormous. Because when you layer on every week for 52 weeks, we’re figuring out what the most important thing is to move the needle on this business as a team. And everybody in every location, we know. As Dr. Maloney used to say, “We don’t think, wish, hope, or pray. We know that it’s happening in every location.”

Margaret McGuckin:

You can scale so quickly because you’re learning and acting on, and taking action on data and observations. It’s so powerful. So the third thing is rapid iteration.

Bill Neumann:

So we got some really great don’ts and we got some even greater tips on how to scale. That’s wonderful. I want to pivot from the consulting that you do and talk about one of your passions before we wrap things up; women in executive positions and diversity. And we can talk about it broadly, or we could talk about it in the dental industry.

Bill Neumann:

I caught your LinkedIn article a couple of days ago. It might have been yesterday. I don’t know. I saw it yesterday, but the title was pretty cool. It’s When You’re the Only Woman in the Room. So I’ll leave it at that and then let you take it away.

Margaret McGuckin:

Well, first, I just want to say a huge thank you to Aman, to Brian, to the founding group of Women in DSO, because it is so important. And they’re just doing wonderful work. And to all the sponsors of Women in DSO. It’s really been so exciting to see. So yeah, the Only Woman in the Room is kind of a … Gosh, I started out in the transportation industry, was there for probably four years. Then went into banking, got my MBA while I was in retail banking. And then was in telecom and media and then healthcare, which includes dental.

Margaret McGuckin:

So as the only woman in the room, I think it’s really important to understand that you’ve got to really use data. Really, that’s if I had one takeaway for women, master the data. Because number one, this has been proven with data so many times and continues to be; diverse teams make better decisions. So if you’re the only person of diversity sitting at the table or in the executive suite, you’ve got to use data to be considered expert in what you do. So A, master your data and use it.

Margaret McGuckin:

And I have to say, I think people like Julia Bright Tiger, who was the CFO and is now the CEO of Bright Tiger, because they’ve been trained to do it, they understand how to make data neutral. And they’re so impactful as CEOs. Typically, most CEOs of publicly held corporations come out of the CFO suite. And I think one of the reasons is because they don’t charge data with any emotion. It’s just data and it’s neutral. And it just means we’ve got to do something. We have to take action. And so I think data, number one.

Margaret McGuckin:

Number two, be willing to be mentored and mentor others. There weren’t that many women who could mentor me, frankly, but those who did were astounding. And the men who mentored me were just the most amazing people, and kind and generous mentors with their time. And I think it’s made a huge difference to this next generation of female leaders. So don’t forget to find a mentor, be an excellent mentee.

Margaret McGuckin:

And they could be male, they could be female. It just doesn’t matter, as long as they have the spirit to do it. And that for me, was one of the things I loved the most about working in organizations is I had the ability to help people develop themselves. None of us can say we’ve developed somebody because even with our children, they choose pretty much-

Bill Neumann:

They do.

Margaret McGuckin:

… what they’re going to do. Yeah, that’s my experience. And it sounds like yours. But what we can do is offer to be a mentor and to offer to help people who want to develop, develop themselves. And to just take the time to do that, which is not easy to find, but it’s so important.

Margaret McGuckin:

I think it’s important to who we are as leaders that we do that. I think it’s important to how we build effective and generous organizations, and how we just keep on passing the torch to each other and get more and more impactful as diverse leaders.

Margaret McGuckin:

And so I’m all about diverse leadership, I think, whether it’s on a board of directors, whether it’s in a startup or whether it’s in a growth company. The more we honor each other and listen to each other’s diversity and mentor each other in terms of our development, and thinking about how we make decisions, the stronger and the better every industry will be, including our own.

Bill Neumann:

Well, Margaret, you talked a little bit about the mentorship and now you’ve got Women in DSO. So you actually have a structured organization. So if you feel like you need a mentor, there’s an organization now that didn’t exist a year ago.

Margaret McGuckin:

Yeah.

Bill Neumann:

So it’s great. I’m in the industry and I know you’re involved with Women in DSO. As we shut this down here, the podcast, I would just love for you to shout out for the listeners, and then we’ll also drop the email address in the show notes.

Bill Neumann:

If anybody wants to reach out to Margaret and take advantage of her consulting services and find out, I think we got two, maybe two-and-a-half of the don’ts. So there’s at least another two-and-a-half that we still need to hear. And plenty of scaling tips that we didn’t get. Margaret, what’s your email address?

Margaret McGuckin:

So it’s Margaret, M-A-R-G-A-R-E-T, @i3ignite.com. Super easy.

Bill Neumann:

Yep. And we’ll have that in the show notes, so you don’t have to memorize it. But if you’re listening, then you don’t have to look at the show notes. You just rewind and write it down. Wonderful.

Bill Neumann:

So, hey, thanks Margaret, first off, for being a part of the Group Dentistry Now Show. It was just a short time ago that we met at the AADGP meeting in Las Vegas. And now, I’m really happy and honored to have you on the Group Dentistry Now Show podcast. So, thanks for joining us today.

Margaret McGuckin:

Oh, I’m so thrilled and so appreciate your time and your invitation. It’s an honor to be with you, Bill, as one of the leaders of this whole industry. You’re just foundational to the growth. So, thank you.

Bill Neumann:

We appreciate that. We appreciate you. And, of course, like I mentioned before, we appreciate our audience. So until next time, this is the Group Dentistry Now Show. I’m Bill Neumann. Thanks for listening and watching.

Kim Larson:

The Group Dentistry Now Show has listeners across North and South America, Europe, Asia, and Australia. If you like our show, subscribe today, and please tell your colleagues about us.