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Dentists don't learn the business of ownership in school. This May Hurt is where practice owners tell you what it actually cost to learn it. Startups, acquisitions, partnerships that fell apart, payroll that tripled, deals that closed over Instagram. Every guest is a current or former owner. No consultants, no brokers, no pitch. Hosted by Justin Clements and produced by the Dental Ownership Collective, an independent education and community platform for dentists 12 to 24 months out from ownership. dentalownership.com
As the business gets bigger, the expenses get bigger, the liabilities get bigger, the responsibilities get bigger, and the emotions of that, like when your payroll is triple what it used to be, that feels three times heavier.
Justin Clements:Doctor Dave Weber, welcome to the podcast This May Hurt. Here to talk a little bit more about your journey to dental practice ownership. Whether you wanted the journey or not, it was forced upon you, right? You essentially walked into your first day of ownership as a new grad. When you did that, like, what did you actually understand about
Dr. David Weber:running a business? When I first got here, I I was fortunate enough to join to join my father in practice. So me me personally, I didn't know a whole lot about running a business. I think there were some things that I understood maybe a bit more implicitly than others just because I got to watch it with my dad for a while. But, you know, dental school is notoriously bad at preparing dentists to be owners and and business people.
Dr. David Weber:So I really didn't have much of an understanding of running a business.
Justin Clements:You're definitely not alone in in that sense, right, of, like, the the dental schools not being able to teach the business side along with the clinical side of it as much as I'm sure they'd love to sell an MBA, you know, title up with a doctor's degree. So, you know, you're a third generation dentist, still got blindsided by the business. Like, what chance does somebody have when there is no road map? Like, what chance does somebody have in that position?
Dr. David Weber:So I stepped into practice with my dad. And so even though, you know, I didn't have a whole lot of understanding personally, I still had, like, a bent a built in mentor that I think the, like, the biggest thing for me or maybe, like, one of the biggest privileges was that ownership was just kind of understood, that that was gonna be my path. Yeah. And so, you know, I didn't really have, like, a whole lot of decision making, to do in dental school where, you know, you have your classic lunch and learns, and it's like, you could do public health dentistry. You could own a business.
Dr. David Weber:You could be an associate. Associate. And so I think, you know, for me sitting in those lunch and learns, I don't know that I knew what all it entailed, but, I think a lot of that decision was was already made for me. I don't say that begrudgingly. I mean, I, I'm I'm really glad that that that that that piece of clarity was already there.
Dr. David Weber:And so I got into practice, and, you know, all of a sudden, I'm a 26 year old boy, and I've gotta I've gotta lead, like, 50 year old women. You know, some of these women I've known my whole life. They've seen me as a child.
Justin Clements:Did they babysit you at all? Just curious.
Dr. David Weber:I'm trying to think if I'm trying to think if any of them did. I don't I don't think so. But, like, I had babysat some of their kids. Some of their kids have then in turn babysat some of my kids. That's awesome.
Dr. David Weber:One of them was a a mother of a friend of mine from, like, middle school and high school. And so, know, you a lot of those are just kinda, like, interwoven interwoven relationships. And then now all of sudden, I've never I've never really had any meaningful position of leadership, and and now I'm tasked to lead people in their careers and take responsibility for this thing that their livelihood depends on. And I think it was heavy, but I loved it. So it's like I did have all of these pieces that were kinda, like, underneath me and behind me and supporting me.
Dr. David Weber:I think the piece of just knowing, you know, luckily, I'd never really, like, have to have my dad bail me out, but I think even just, like, that security of, alright, he's done this for so long.
Justin Clements:For sure.
Dr. David Weber:And so now I can kinda come in, and there's this safety net here. It just gave me confidence to really just dive in and soak up as much and soak up as much as I could. And so I I don't know. It's hard for it's hard for me to describe adequately the things that I feel were were, like, really good fortune, but I still think that, like, the the lessons that I pursued in those first couple years, the the behaviors that I tried to pursue and the character that I tried to grow, that that's something that anybody, you know you know, could pursue if if they're so inclined. But I think entrepreneurship is challenging for anybody.
Dr. David Weber:I was fortunate to discover that I really loved it. I just didn't happen to discover it until I was 26.
Justin Clements:Yeah. And thrown into it. I think this is a really important one to to talk about, like family transition, generational dentistry. Like, it exists. It will continue to exist as long as your children wanna keep it going.
Justin Clements:Right? But it is important. And one of the things that you mentioned is that, like, over time, instead of just, like, instincts of survival, it became something you loved. And so, like, what was there, like, a particular moment or anything that stood out to you where you were just like, oh, wow. Like, I actually love this.
Justin Clements:Like, now that I've gotten through the initial, like, you know, stage fright?
Dr. David Weber:I don't know how much of this is revisionist history, but, like, when I when I look back and, like, try and identify, okay, when was it that I was, like, all in and excited about it? I think it was pretty immediate for me that I was excited to to be an owner. It was it was invigorating. I think the, like, the question is, like, when did it stop feeling like survival, and when when did when did it, like, switch and feel exciting and loved? It never switched.
Justin Clements:Yeah. It never switched.
Dr. David Weber:It's always both, I think. And I think that's man, that's true for so much of life. Like, my my marriage, my, my position as a father, and then in business, like, it's it's always challenging, but it's delightful. And, like, I wouldn't trade it for anything else. It's both it's both and all the time.
Dr. David Weber:I think that most of the best things in life end up being end up being the most challenging. And even, like, even as things have gotten bigger and and you might even describe them as better or or I've become a better leader or a better owner or a better dentist, it doesn't necessarily match with Easier. For example, like, as the business gets bigger, the the expenses get bigger, the liabilities get bigger, the responsibilities get bigger, and the emotions of that, like when your payroll is triple what it used to be, that feels three times heavier. When the revenue of the business is triple, it doesn't feel three times better. And so, like, the there there's always this like, you have to remind yourself or or kinda keep keep directing yourself into that rational mode of, like, yeah, this is good.
Dr. David Weber:This is my calling. This is what I'm supposed to be doing. And but but, man, it takes a lot of effort. That's not that's not an emotional state. Like, the, the emotions of the liabilities and the responsibilities definitely outpace however quick the emotions of, the resources and the benefits.
Dr. David Weber:They kinda lag behind.
Justin Clements:Yeah. Had this practice from your dad. Right? Generational practice. And then, then you wanted to go out and do an acquisition and and then that started.
Justin Clements:So tell us a little bit about, you know, your first acquisition outside of, you know, the initial practice, how you financed buying it, what would the deal look like at market rates, like just what does that look like when it comes to the acquisition for you?
Dr. David Weber:We've been really fortunate in that the structure of our practice was housed in a building that also housed other practices. And so I think in a similar way to where coming into practice with my dad, you know, ownership was, was kind of a foregone conclusion, there were these built in acquisition opportunities, you know, right right away. They were all nearing retirement age as I as I graduated and started practicing, and the the timing of everything kinda worked out pretty pretty fortunately, for for us in that it it made sense. I didn't have to move. Patients didn't have to move.
Dr. David Weber:And so there there was just growth opportunity right away. My dad and I acquired one together pretty much immediately after I had graduated, And we we financed that traditionally. I don't I don't remember exactly the terms, but it I mean, it it it was pretty it was pretty reasonable. I think interest rates were, like, 5%. The length of payback was, I think, fifteen years.
Dr. David Weber:And, you know, so many of these things for me, I say, like, the good fortune was that the the clarity was almost like a foregone conclusion. So it kind of forced me to do these things that were scary. But, man, that's still scary, like, to to take on that amount of debt, to commit for that amount of time. And then you get on the other side of them, and and you realize, wow. That was, it was it was a good decision and and has worked out really well.
Dr. David Weber:And then we've made we've made a few more along the way too.
Justin Clements:So it's funny when you tell me about, like, hey. We got this building, and they were just dentists running shopping at I'm I'm thinking to, like, these rental, like, hair salons, right, where they, like, have a big building and they rent out the boost. Right? I just I just envision here comes doctor Weber just scooping up all the dentists. How many den how many dentists were in this in this building?
Justin Clements:So the
Dr. David Weber:the the building that we're in now, when when I graduated, my dad was one fifth of the building, and then there were four other solo doctors in that building too. And, it's kind of a neat building. It's, like, mid century modern, so it's got a bunch of it's got a bunch of characters. Super unique. When I was a little boy, all the counters were, like, bright yellow.
Dr. David Weber:The carpet it was like this shag carpet.
Justin Clements:It's beautiful. And you've kept it to this day. Right? Like, it's still there.
Dr. David Weber:Yeah. Building is there. It's still mid century vibe. The yellow cabinets are gone. The shag the shag carpet is gone.
Dr. David Weber:And so we've definitely updated. But it's still cool because it's, like, it's kinda, like, half sunken. And so a lot of the operatories, like, look out the window right at it's like looks like a garden and, like, animals will will walk through. We get deer. We get turkeys sometimes.
Dr. David Weber:So, so it's pretty cool. But each practice had, like, four chairs. They shared a waiting room. They shared a, a front desk, shared an entrance. And so really no, like, hard structure division between any of the practices.
Dr. David Weber:It was just, you know, all these individual practices. And, you know, you can imagine that that could potentially become contentious or problematic, and it it never was. It was, it always seemed collaborative. And so, you know, I think even, like, even that as a young dentist to, to come right into this, like, collaborative environment with, yeah, you know, built in built in mentors. I still have relationships with all those retired dentists too.
Dr. David Weber:And, so that's really neat. Yeah. I feel
Justin Clements:That's awesome.
Dr. David Weber:Feel really fortunate.
Justin Clements:Yeah. No. I love it. So your your flagship office, tell us a little bit more about, you know, the size from, like, an aquatory standpoint. Like, and then also, like, let's compare that to your the the practice that you acquired.
Justin Clements:Like, what what is the difference there? Like, how big is your your flagship office?
Dr. David Weber:Our main office, is in Michigan City, and, that's that's the building that I started in. Since it housed those five practices, there there there are 18 chairs total now. And then, our second location in in La Porte has has four chairs.
Justin Clements:So for the for the practice that you acquired, how long have you been in business with that office now?
Dr. David Weber:We acquired our second location in the fall of two thousand twenty five. So we've been there, not quite a year yet. We have an associate there that is the primary dentist there. My partner and I covered or alternated covering for about, like, five, six months.
Justin Clements:And what like, if we look at that acquisition and and and acquiring that office in the portal, what was probably the hardest it's like, you have a just a memory of, like, this was the hardest part of that acquisition? Is there one thing in particular that sticks out to you?
Dr. David Weber:When we bought that other location, I think one of the things that I didn't foresee or one of the challenges that I didn't foresee is not only the additional, like, clinical burden for my partner and I to alternate, covering covering that location clinically, but that inherently made our schedules opposite each other. And so, we went from having plenty of opportunity to collaborate and discuss and have, and have a lot of conversation to really barely barely ever seeing each other.
Justin Clements:So it
Dr. David Weber:made it made communication really, really difficult just practically between my partner and I, and then definitely, like, you know, pulling me and my presence out of here and being able to communicate with, you know, the rest of the team. The the bulk of our team is still here. Obviously, our team at our second location is is also incredibly important too. And so it was nice to be able to have, you know, plenty of FaceTime with them and to help get them up to speed, but, but definitely felt spread thin.
Justin Clements:Yeah. No. And so the the acquisition that you did was the was the dentist retiring there, The dentist stay like, what like, how did this how did this, this opportunity come about?
Dr. David Weber:So when we bought the second location, our, I think our timing, if we if we were to choose, we we probably would have waited a little bit longer, but the the seller was having some health issues and had an upcoming surgery, and so he was in a bit of a hurry, then and that needed to happen pretty much regardless. So in an effort to, you know, try and help maintain some capacity there, you know, so that the opportunity didn't, you know, lose lose value while while it sat stagnant, that was one of the reasons that we we rushed a bit. It was pretty much a clean exit in that, you know, we kinda closed. And then the next clinical day, it was it was us, and we were there, and and he was gone. So we never we never really overlapped clinically or or physically there.
Justin Clements:Interesting. I I don't think we in when we were talking prior, I didn't go this deep into it, but now I kinda wanna, like, dig a little bit deeper on this. So it's funny because, like, I've been a part of, I don't know, 20 plus some odd acquisitions integrations in the past, And I've always been a part of them where there has been ample overlap time. So how was it going from day one, one doctor, day two, new ownership? How were the patients?
Justin Clements:Did you communicate to them early? Did they not get any communication till the day of? Like, what did that what did the what did the patient transition look like for you?
Dr. David Weber:Yeah. So, I mean, he was pretty open for the transition between the retiring doctor and us. Like, he had a really relational practice. So, like, lots of social interaction. I I mean, super friendly, not super formal.
Dr. David Weber:And so he was really open with his patients. He was really open with us. He was pretty gracious in that he made a couple of hires, like, during, like, the last six months of him practicing and, like, allowed us to interview them even, like, before
Justin Clements:I believe.
Dr. David Weber:Before we closed, maybe even before we had a signed purchase agreement. He was really open handed, and pretty upfront. And so patients definitely knew it was coming. We wrote letters together, and sent them out together. So we like, we wrote a letter introducing ourselves and how excited we were.
Dr. David Weber:He wrote a letter, in essence, like, thanking them and and kinda saying goodbye, and you're in good hands. So there definitely was a lot of, there there definitely was a lot of communication. It's just that, it wasn't necessarily like a like a physical handoff in that, you know, he he was physically introducing us to patients. Yeah. And so, yeah, nobody was really blindsided.
Dr. David Weber:Definitely, patients were maybe a bit skeptical or or or wary or some, you know, some were just because it was so friendly with him and they were so close with him. And then, you know, now you've got two, you know, two new providers coming in. One of the challenges for us was that we're obviously, we're a very relational practice too. We're we're a group practice, but we're still, like, very relational. And trying to walk that, you know, trying to walk that tightrope, so to speak, of, like, I don't wanna undercut our our associate that's there now knowing that she's gonna be coming in and being the primary provider, but we also don't wanna be like, hey.
Dr. David Weber:I'm just temporary. You know, you're gonna meet you're gonna meet your new dentist soon. So it was, like, trying to reassure patients that, like, they're gonna have continuity of care. You know, we're not it's not just gonna be like you're a number, and we're just churning you over. But there definitely was a temporary aspect of my partner and I being there.
Dr. David Weber:And so, you know, that that that's a challenging dynamic to to navigate intentionally.
Justin Clements:Yeah. No. And when you and I know, you know, I've seen this a lot in the past. When you come from maybe a doctor that's been there for for decades, right, has built a very relational practice. And like you said, the patients were met with a little bit of skepticism, mean rightfully so, somebody else is coming in.
Justin Clements:Did that skepticism ever translate to skepticism in clinical capabilities or maybe work that was being treatment planned? And and if so, like, how did you and your partner navigate those? Because I know those those can be difficult conversations.
Dr. David Weber:I think dentists do do themselves a disservice when they try and separate personality from clinical excellence and relationship from, like, doing good dentistry. Like, there is no there is no separating it. Dentists are inherently human. Patients are inherently human. And no matter how clinical the care is, like, this it's an intensely human interaction.
Dr. David Weber:Yeah. You know, I think it's funny. Like, you hear you hear the word clinical, and you think cold. You think, you know, like, emotionless. Like, we use that word for emotionless and cold.
Dr. David Weber:And yet we're in an environment where it's like, I'm trying to provide clinical care, but it it has to be inherently emotional and human and relational. Like, it I mean, it it literally involves physical touch in Yeah. Like, one of a a person's, like, most vulnerable areas. Yeah. When you're talking about clinical care or your treatment planning with a patient, like, you don't get to separate your personality out of that.
Dr. David Weber:And so, like, earning earning relational trust, like, you just can't separate it from earning earning clinical trust. And so, you know, for for patients that are in the middle of a transition from one doctor to another, going from being in a position where they have had, you know, years to build trust and then now, boom, you're brand new, you know, that's gonna take that's gonna take some time. And so for us, like, it's, we're just we're intentional to spend time building trust. Like, you've gotta ask patients about their lives. Like, you've gotta you've gotta see how dentistry is gonna fit into their lives.
Dr. David Weber:You've gotta kinda read patients on, you know, is this somebody who wants to get stuff done, like, immediately because they don't want surprises, or is it like, man, it's been fine for twenty years. Why do I need that now? And, you know, you you you have to adjust your approach depending on the patient. You know, when you've put in a ton of effort to to diagnose well, or, you know, to increase your diagnostic knowledge, you put a ton of effort into increasing your technical skill to actually treat what you've diagnosed, and you really care about the patient, and you can connect your diagnostic knowledge with the patient's best interest, then, like, that's easy to Yeah. To communicate.
Dr. David Weber:Like, I real if you actually do care about them, really it's really
Justin Clements:easy to first.
Dr. David Weber:Yeah. I mean, like Yeah. And I think sometimes it's like we we start to, like, compartmentalize these or or divorce these, like, thoughts from each other. But if you really care about the patient and you really believe what you're doing is in their best interest, then, one, it's it's really easy to communicate that to them, and, and it's easy to communicate what they need with confidence. It doesn't always mean it's easy to get them to understand what you're saying.
Dr. David Weber:But in terms of, like, can they feel that you are talking about something that you think is good for them, those conversations get easier and easier. I remember being terrified to, like, I I found a tooth that needs a crown. The patient has no idea. Like, when I had first graduated, like, and, like, sweating to tell a patient that they needed a crown. And it's like, gosh.
Dr. David Weber:When you when you finally understand that, like, you're serving people and helping people, like, that's an easy conversation now.
Justin Clements:Did that patient get the crown?
Dr. David Weber:Probably not.
Justin Clements:You're like, I'm not even gonna mention it. I'll just tap at it, and I'm gonna leave it alone. Right? That's oh, that's awesome. Yeah.
Justin Clements:And, like, everybody wants to know, did they get the crown? And it's all in there. Stop. Oh, I love it. Yeah.
Justin Clements:It's funny. Like, we were talking a little about about so we've been talking, like, the love of of owning a business. And then, you know, we've we've talked a little bit too about, you know, you've got a dental lab that you've kinda put together. Right? Like, so not only is it dental practices, but like, you've you've started to put together a dental a dental lab, and I think the love transition there too.
Justin Clements:So like, let's let's get a quick let's get a nice little overview of, like, hey. How the how the hell did you end up getting into the lab space?
Dr. David Weber:Yeah. So much of my career seems just, like, serendipitous. Like, I wish I would love it if I had this story or this narrative of, man, I had this master plan. I knew I knew all the steps that I needed to get to where I wanted to head. But I think so much of it was just, like, following following whims and doing things that I enjoyed.
Dr. David Weber:So when when I when I graduated and came into practice, my my dad and I started to get involved with, with CEREC initially, and then that just kinda blossomed and grew. I was I was also gaining some skills in in implant surgery, and so I knew I wanted to get equipped to do guided surgery. So we just kinda, like, kept building and adding these pieces with, like, CT scanner, three d printer. And then as as I started to do more complex cases, realized some of the limitations of a closed system like CEREC, and then scanners started to get better. So we started to get more scanners, and then, I wanted to design more.
Dr. David Weber:So I, I started to get some training with, a program called Blue Sky Bio and then, eventually, a lab program called exocad and just kept, like, diving in and got really interested in it and started to develop a lab a lab here at our at our main location. For a long time, I did the the bulk of the work, and it just got to be it just got to be overwhelming, you know, to not not only, like, the knowledge piece, like, trying to gain those skills and learn it, but but operating it too and actually executing and getting these things designed and made. Eventually, I was able to to hire a to hire a lab tech too, so that that has helped immensely.
Justin Clements:So let's we we can't just gloss over the lab tech hire here. Like, how how did you find the lab tech? What was the lab tech's previous experience?
Dr. David Weber:Finding our lab tech was a bit serendipitous also.
Justin Clements:Oh, man. There seems to be a theme here.
Dr. David Weber:Yeah. He we we were looking to hire an assistant, and he he had applied for the assisting job. He had had a history in dentistry, maybe about a a decade or so prior to our interviewing him. But more most recently, he was, he was actually working as a correctional officer in a in a a juvenile facility. I think it was a juvenile facility for for girls too.
Dr. David Weber:And just like, I mean, you could tell. I mean, he was, like, so heavy hearted about just all the stresses and stuff that were accumulating from from that job.
Justin Clements:Oh, I can imagine. Yeah.
Dr. David Weber:And so, so so he had applied with us. He was looking to get, out of that and and then maybe maybe back into dentistry. But he had mentioned that he was an artist too. He had gone to, I believe, maybe, like, a year or two at the Art Institute of Chicago, and so had had an artistic eye, had some artistic skills, and we were kind of in the the depths of being overwhelmed with with lab work. And so wheels started turning and, asked if he might be interested in in something like that, and it's been it's been awesome.
Dr. David Weber:In the in the interview, I asked him. I said, because so much of what we do is digital. I said, are are you savvy with computers? And he, like, he looked me in the eye and, like, almost he was, like, annoyed with the question. He's like, well, I built my own gaming computer if that tells you anything.
Justin Clements:Come on now. That's awesome. This is
Dr. David Weber:my this is my guy. Yeah. So that that was confirmation. And he I don't think he knows, like, how how well he's done. I try and communicate that to him.
Dr. David Weber:I try and, highlight to him, like, how crazy it is, how much he's learned so quickly. Because, you know, there's a there's a difference between just, you know, artistry in general and dental anatomy and occlusion and color theory and, you know, all these things that you have to be able to put together material science, you know, that you have to put together in in doing dental lab work. And, I mean, he's he's like an expert now.
Justin Clements:I think it's a great testament to, again, your ability to connect with individuals, and and and to people and to kind of uncover, hey. What is it this person could be good at?
Dr. David Weber:Yeah. I mean, hiring's hard. There I would, yeah, I would be disingenuous to say, like, oh, I'm I'm I'm a great hirer. I think sometimes it goes in ebbs and flows where you're, like, willing to take chances or or or risks because there've been you know, there definitely have been hires where it's like, I don't know, and then they end up being amazing. And then others where it's like, oh, this is a sure thing.
Dr. David Weber:And, oh, they would have burned the place down if they stayed. Yeah. I mean, there definitely have been some successes. There have been plenty of failures too. And so, yeah, hire hiring's always hard.
Dr. David Weber:So it will it will humble you and, I think, sometimes tempt you to have, maybe a bit too much confidence in your own ability too. So
Justin Clements:Yeah. No. For sure. So now you've got these things are are going along for you. Right?
Justin Clements:You're obviously in the chair. How many how many days a week are you in the chair versus being an operator owner?
Dr. David Weber:I'm in the chair two half days a week now.
Justin Clements:And when you made that switch from, let's just say, full time clinical to now owner operator, was there anything that, you know, kind of broke or almost broke along the way, or was it just, smooth and serendipitous, like like life?
Dr. David Weber:No. I mean, you know, my my career like, when I look at back at my career, so many of the opportunities and things that I'm really grateful for have been serendipitous, but it's also been, like, messy along along the way, you know, like, all the way all the way throughout. The tension of owning and practicing simultaneously is Mhmm. Is is really heavy. Like, it's one thing it's one thing as a solo doctor or, like, you know, people use a word like solopreneur or you don't own a business, you you own a job.
Dr. David Weber:Like, that's still a really wonderful place to be, because I think it's a really good I think it's a really good balance, because you're so embodied in all those relationships. You're so embodied in in the business even as you're practicing and doing clinical dentistry. Certainly, it's heavy, but does feel it does feel doable just because it's like everything everything is so close together. The challenge for me has been, like, as, like, as we've grown and now, like, those those relationships have been diluted, you know, you almost get, like, organic one on ones when you have a team of six just because you're you're you're always with them and always and always working together. When when you're at 40 and if you're busy doing dentistry, like, the thought of going to do a one on one is, like, no way.
Dr. David Weber:I think that's an example of so many decisions or, like, so many responsibilities and things you need to do, and it just was like, it was it was untenable. That was, like, part of the impetus to start getting out of the chair was so that I could start focusing, you know, more more on things like that, developing my leaders, you know, making sure that the operations was explicit, that, you know, roles are are are clear and explicit. The expectations are, you know, clear and explicit. And it's just it's hard to do if you're in the chair all the time.
Justin Clements:Yeah. No. Absolutely. Well, it's awesome. I mean, even the the journey, that they've taken is is awesome.
Justin Clements:I think it will resonate with so many others. Again, everybody's got a different path and the more I think the more docs that we talk with that own, right, the better for everybody. The students, the associates that are are thinking about ownership. There's just there's so many different stories and things to take from each one of them. Where, where can people find you and the practice practices?
Dr. David Weber:So our practice is called Restored Dental Arts. Our practices are in Michigan City and La Porte, Indiana, and we've got a pretty good presence on Facebook, Instagram. I think my personal brand is J David Weber d d s on, like, Instagram and and LinkedIn too. So, yeah, you can find us just about anywhere.
Justin Clements:Perfect. So reach out to him on there. Doctor. Weber, it was awesome, man. Listen.
Justin Clements:I appreciate you being being the first guinea pig here to the show, and look forward to to having many more people on. But, you guys, that's David. That's doctor Dave Weber, your dentist, and you're thinking about ownership. Everything we talked about is what we teach at the Dental Ownership Collective, and the link will be below. Thanks, guys.
Dr. David Weber:Thanks a lot. Thanks for having me.