OVERVIEW · GROUP SYNTHESIS · TRAILING 90 DAYS
The state of Meridian Dental Partners, end of Q2 2026.
One screen: where the group stands, what it's worth, and the two levers that close the gap. Click any pillar to drill in.
✦ AI SUMMARY · GROUP
Meridian is worth ~$28M today and runs a healthy 26.2% EBITDA margin — the opportunity is execution, not turnaround. There's $1.23M/yr of revenue not being captured (Operations, Growth, RCM, plus Clinical net-new) and $0.50M/yr of cost overspent (payroll, lab, supply), which together lift margin toward ~35% and add +$9M of enterprise value. Southlake is the weakest location on almost every pillar — it's where the first 90 days should focus.
The five pillars · where it stands + the opportunity · click any tile to drill in
Operations
75%
Schedule utilization · target 78%
Visits · T906,650
Walkout retention41%
Call → booking48%
Opportunity$315K
Top lever: walkout-booking ($140K) — book before the patient leaves.
Open Operations →
Finance
26.2%
EBITDA margin · target 30%
Production · T90$3.35M
Total cost ratio73.8%
Payroll % of rev40.0%
Cost recapture$500K
Top lever: payroll efficiency ($250K) → +$4M valuation @ 8.1×.
Open Finance →
Growth
62.6%
Case acceptance · target 75%
New patients · T90612
Booking conversion71%
Leads · T901,840
Opportunity$420K
Top lever: case acceptance ($200K) — lift 62.6%→75% (Southlake 41%→60%).
Open Growth →
Clinical
74%
Diagnostic capture · target 90%
Complication rate0.9%
Recall compliance71%
Imaging compliance75%
Net-new demand$180K
Top lever: imaging compliance ($80K) — perio under-dx 18% vs ~45%.
Open Clinical →
RCM
94%
Net collection · target 98%
Denial rate9%
Clean-claim rate88%
Days in AR38
Opportunity$315K
Top lever: denial reduction ($140K) — denial 9%→4%, clean-claim 88%→96%.
Open RCM →
WHAT THE GROUP IS WORTH · TODAY → 12 MONTHS
Meridian is worth ~$28M today. These plays take it to ~$37M.
+$9M
added to enterprise value at the group's 8.1× multiple — driven by the two levers on the right. Margin 26.2% → ~35%. Drill into any pillar from the cards above.
★ NORTH STARGroup EBITDA margin26.2%→ goal ~35%▲ +0.4 pts MoM · on track
Revenue not captured
top line · left on the table
$1.23M/yr
What you'd capture across Operations, Growth and RCM, plus Clinical net-new diagnosed demand. Flows to ~$0.63M EBITDA at the 51% blended margin.
Cost overspent
bottom line · vs benchmark
$0.50M/yr
Payroll, lab and supply running above benchmark (Finance). Already EBITDA — contributes ~+$4M of the valuation lift.
Revenue capture $1.23M — Operations + Growth + RCM ($1.05M, reconciles by location below) plus Clinical's $180K net-new diagnosed demand, no double-count. A separate $0.50M cost pool (Finance) adds on top. Detail by location below and by pillar above.
3-location league table · compare any KPIs
Trailing 90 days, sorted by health score · tier-badged · pick up to 10 KPIs to compare across locations
ALL PILLARS
PILLAR · OPERATIONS · FRONT-OF-HOUSE + CHAIR & SUPPLY · TRAILING 90 DAYS
Operations — front-of-house demand × chair supply
Two sides — front-of-house demand and chair supply.
Operations filters
Provider
All providers 6▾
Day
All
Mon
Tue
Wed
Thu
Fri
Sat
Time
All
AM
Mid-day
PM
Eve
Chair / Room
All 13 chairs▾
✦ AI SUMMARY · OPERATIONS
Operations is leaking ~$315K/yr, concentrated at Southlake — walkout-booking sits at 41% and chairs run 51% utilized. Biggest move: book the next appointment before the patient leaves (+$140K/yr). On supply, hold all 13 chairs and fill Southlake via demand; Plano (91% util) is the add-a-chair candidate.
FOCAL QUESTION · OPERATIONS
Are we capturing the demand reaching the front desk — and is the chair supply sized to match? What is each side worth?
FRONT-OF-HOUSEdemand capture
$315K
recoverable T90 — answer the phone, convert the call, rebook before they leave. This is revenue already trying to reach us.
3 levers · walkout-booking 41→60% · missed-call 48→68% · recall react 15→35% → drill: Telephony · Check-in/Check-out · Retention · Front-Desk Scorecard
CHAIR & SUPPLYcapacity decision
13 chairs · 75% util
Add, hold, or cut — and is every clinician's chair earning its hours? 13 chairs · 6 providers across three locations.
Plano91%Add-a-chair candidate · supply-constrained
Frisco78%Hold · coach the desk to fill
Southlake51%Fill before cut · idle, not over-built
Verdict: hold all 13 — the demand levers fill the idle chairs → drill: Schedule & Clinician Utilization
The close — three operational levers that recapture the $315K
Each lever has a named target and a 12-month dollar contribution. Together they ramp the group from a flat baseline to full $315K/yr recapture.
Lever 1 · Front desk + telephony
Walkout-booking protocol
$140K · LARGEST41%
walkout retention today
60%
target
Book the next appointment before the patient leaves the building. Plano already runs this; Southlake books at checkout barely a fifth of the time. Closing that gap is the single biggest operational lever in the group.
12-month contribution
Plano $24K · Frisco $56K · Southlake $60K → $140K/yr.
Lever 2 · VoiceStack telephony
Missed-call recovery
$105K · COMMITTED48%
call→booking today
68%
target
Answer and return abandoned VoiceStack calls, then convert them to bookings. Group missed/abandoned runs ~18% today; halving it to 9% and lifting call→booking to 68% is the committed telephony recapture.
12-month contribution
Plano $18K · Frisco $42K · Southlake $45K → $105K/yr.
Lever 3 · Retention
Recall reactivation
$70K · WORKLIST15%
no-future list reactivated
35%
target
Work the 'no future appointment' worklist — 36 named patients across the three locations — and lift reactivation from 15% to 35% of the list. The call list lives on the Retention sub-tab.
12-month contribution
Plano $13K · Frisco $27K · Southlake $30K → $70K/yr.
12-month recapture ramp — flat baseline + three stacked lever bands
Cumulative annualized $ recovered as each lever phases in · reaches the full $315K by month 12
Baseline holds flat — this is incremental recapture on top of current production. Walkout-booking ($140K) leads because it is the largest and fastest to stand up; missed-call recovery ($105K) ramps as VoiceStack discipline lands; recall reactivation ($70K) compounds as the worklist is worked. Full $315K/yr by month 12.
FULL SCORECARD
Open the scorecard →
See every KPI — by location, front-desk staff, provider and time-block
By location — front-of-house & chair, ranked
T90 · chair & clinician utilization, walkout retention, call→booking, check-in speed, recall recovery, recoverable
| Location | Schedule util | Clinician util | Walkout retention | Call→booking | Check-in speed | Recall recovery | Recoverable | Tier |
|---|---|---|---|---|---|---|---|---|
Plano | 91% | 90% | 58% | 67% | 4.5 min | 28% | $55K | Leader |
Frisco | 78% | 78% | 48% | 60% | 6.4 min | 22% | $125K | Advanced |
Southlake | 51% | 50% | 28% | 46% | 8.6 min | 14% | $135K | Foundational |
| Group | 75% | 73% | 41% | 48% | 6.2 min | 22% | $315K | — |
By front-desk staff — composite behavior, ranked
T90 · call→booking, walkout next-appt, balance collected, eligibility verified, composite · 8 named staff
| # | Staff | Location | Call→booking | Walkout next-appt | Balance collected | Eligibility | Composite | Tier |
|---|---|---|---|---|---|---|---|---|
| 1 | Ashley Carter | Plano | 70% | 58% | 82% | 92% | 75 | Leader |
| 2 | Diana Flores | Plano | n/a | 55% | 80% | 90% | 71 | Advanced |
| 3 | Sophia Nguyen | Frisco | 66% | 48% | 68% | 82% | 66 | Advanced |
| 4 | Marcus Bell | Plano | 64% | 45% | 66% | 80% | 64 | Advanced |
| 5 | Renee Patel | Frisco | n/a | 44% | 64% | 76% | 60 | Proficient |
| 6 | Tyler Brooks | Frisco | 55% | 39% | 58% | 72% | 55 | Proficient |
| 7 | Hannah Wright | Southlake | 47% | 28% | 52% | 64% | 47 | Foundational |
| 8 | Carlos Mendez | Southlake | 44% | 24% | 48% | 60% | 43 | Foundational |
| Group baseline | 48% | 41% | 64% | 78% | — | 2 Foundational · Southlake | ||
By provider — clinician schedule utilization
T90 · is every clinician's chair earning its hours · 6 providers incl. rotating locum
| Provider | Location | Specialty | Clinician util | Read |
|---|---|---|---|---|
| Dr. James Whitfield | Plano | Oral Surgery / Implants | 93% | At capacity |
| Dr. Priya Mehta | Plano | Prosthodontics / Restorative | 88% | At capacity |
| Dr. Marcus Lin | Frisco | Periodontics / Implants | 82% | Healthy |
| Dr. Sarah Okafor | Frisco | General / Endodontics | 74% | Room to fill |
| Dr. David Reyes | Southlake | General Dentistry | 53% | Idle + margin-negative |
| Locum (rotating) | Southlake | General · 0.5 FTE | 48% | Underused · high-margin |
| Group | 73% | Southlake clinicians the constraint | ||
By day × time — operatory utilization profile
T90 group avg by time-block · full heatmap on the Chair & Supply tab
| Time block | Group util | Peak day | Weakest day | Read |
|---|---|---|---|---|
| 8–10am | 85% | Wed 91% | Fri 78% | Strong |
| 10am–12pm | 92% | Wed 95% | Fri 81% | Peak |
| 12–2pm | 68% | Thu 72% | Fri 62% | Lunch dip |
| 2–4pm | 80% | Wed 88% | Fri 66% | Healthy |
| 4–6pm | 65% | Wed 74% | Fri 48% | Fri bleed |
| Group | 75% | Wed strongest | Fri 4–6pm 48% | off-peak = demand-fill |
Call→booking conversion (group)
48%
Target 68%
Missed / abandoned (group)
18%
Target 9%
Avg new-patient value
$620
Per booked new patient
$ left on table / mo (gross)
$113K
Opportunity · all 3 locations
Committed recapture
$105K
Per year · conservative
After-hours capture
22%
Voicemail-only · gap
Gross opportunity — $ left on table
missed calls × call→booking% × $620 · monthly run-rate
$113K / mo
The full upside if every missed call were answered and converted at today's rates. Attention number — not the commitment. Southlake and Frisco carry the bulk via higher missed % and weaker conversion.
Committed recapture — Missed-call recovery lever
call→booking 48%→68% · missed/abandoned 18%→9%
$105K / yr
The conservative, signed-up-to figure that feeds the front-of-house recapture ramp on the At a Glance tab. Plano $18K · Frisco $42K · Southlake $45K. This — not the gross — is what we hold ourselves to.
Per-agent telephony — named front desk · all 8 personas
monthly · $ left on table = missed calls × call→booking% × $620
| Agent | Location | Role | Calls / mo | Missed % | Call→booking % | $ left on table / mo | Tier |
|---|---|---|---|---|---|---|---|
| Ashley Carter | Plano | Front-Desk Lead | 410 | 9% | 70% | $16.0K | Leader |
| Marcus Bell | Plano | Scheduler | 380 | 12% | 64% | $18.1K | Advanced |
| Sophia Nguyen | Frisco | Front-Desk Lead | 360 | 14% | 66% | $20.6K | Advanced |
| Tyler Brooks | Frisco | Scheduler | 340 | 17% | 55% | $19.7K | Proficient |
| Hannah Wright | Southlake | Front-Desk Lead | 300 | 22% | 47% | $19.2K | Foundational |
| Carlos Mendez | Southlake | Scheduler / TC | 290 | 24% | 44% | $19.0K | Foundational |
| Diana Flores | Plano | Treatment Coordinator | — | — | — | Not phone-facing | N/A |
| Renee Patel | Frisco | Treatment Coordinator | — | — | — | Not phone-facing | N/A |
| Group · 6 phone-facing agents | 2,080 | ~18% | 48% | ~$113K / mo | 48%→68% | ||
Call volume by location
Monthly, T12
Call disposition mix
T90 group
Per-location roll-up & after-hours gap
where the conversion and the missed-call dollars concentrate
| Location | Calls / mo | Missed % | Call→booking % | $ left on table / mo | After-hours capture | Read |
|---|---|---|---|---|---|---|
Plano | 790 | 10% | 67% | $34K | 31% | Tightest in group |
Frisco | 700 | 15% | 60% | $40K | 22% | Coordinator overlap drag |
Southlake | 590 | 23% | 46% | $38K | 14% | Weakest · biggest lift |
| Group | 2,080 | ~18% | 48% | ~$113K | 22% | After-hours = voicemail-only gap |
After-hours calls drop to voicemail-only across all three locations — Southlake captures just 14%. Closing the after-hours gap and lifting call→booking to 68% is the committed $105K/yr Missed-call recovery lever.
Front-desk staff (named)
8
Plano 3 · Frisco 3 · Southlake 2
Composite leaders
1
Ashley Carter · Plano
Foundational
2
Both Southlake
Call→booking · group
48%
Target 68%
Walkout next-appt · group
41%
Target 60%
Signal
Coach, don't cut
Southlake gap is behavior
Front-desk league table — ranked by composite behavior score
Composite = blend of call→booking% + walkout next-appt% + balance-collected% + eligibility-verified% · tier-badged
| # | Staff member | Location | Call→booking | Walkout next-appt | Balance collected | Eligibility verified | Composite | Tier |
|---|---|---|---|---|---|---|---|---|
| 1 | Ashley Carter Front-Desk Lead | Plano | 70% | 58% | 82% | 92% | 75 | Leader |
| 2 | Diana Flores Treatment Coordinator | n/a | 55% | 80% | 90% | 71 | Advanced | |
| 3 | Sophia Nguyen Front-Desk Lead | Frisco | 66% | 48% | 68% | 82% | 66 | Advanced |
| 4 | Marcus Bell Scheduler | Plano | 64% | 45% | 66% | 80% | 64 | Advanced |
| 5 | Renee Patel Treatment Coordinator | Frisco | n/a | 44% | 64% | 76% | 60 | Proficient |
| 6 | Tyler Brooks Scheduler | Frisco | 55% | 39% | 58% | 72% | 55 | Proficient |
| 7 | Hannah Wright Front-Desk Lead | Southlake | 47% | 28% | 52% | 64% | 47 | Foundational |
| 8 | Carlos Mendez Scheduler / TC | Southlake | 44% | 24% | 48% | 60% | 43 | Foundational |
| Group baseline | 48% | 41% | 64% | 78% | — | 2 Foundational → coach, not cut | ||
The two Foundational staff sit at Southlake — the same location dragging walkout retention, call→booking, and schedule utilization. The signal is coaching capacity, not headcount: Southlake's gap is fixable behavior, and the levers depend on these two improving.
Schedule utilization · group
75%
Range 51–91%
Operatories (chairs)
13
Plano 6 · Frisco 4 · Southlake 3
Clinician utilization · group
73%
Range 48–93%
Providers (incl. locum)
6
Plano 2 · Frisco 2 · Southlake 2
Add-a-chair candidate
Plano
91% · supply-constrained
Chair decision
Hold all 13
Fill Southlake · revisit 2Q
Operatory utilization — hour × day
group · T90 avg · where the idle chair-hours actually sit
Mon
Tue
Wed
Thu
Fri
8–10am
88%
86%
91%
82%
78%
10am–12pm
92%
94%
95%
90%
81%
12–2pm
68%
71%
66%
72%
62%
2–4pm
82%
84%
88%
79%
66%
4–6pm
71%
68%
74%
62%
48%
≥90% (full)
75–89% (healthy)
60–74% (mid-day)
45–59% (waste)
<45% (bleed)
Bleed cell: Fri 4–6pm at 48% · Southlake-dominant · ≈ $18K/qtr
Per-operatory utilization — which chairs justify themselves
T90 · 13 chairs · Plano 91% · Frisco 78% · Southlake 51%
Southlake's three chairs run at 51% — the only location where dropping a chair is even on the table. But the idle hours are demand-side, not structural: the same front-desk levers (walkout-booking, missed-call recovery, recall reactivation) feed those chairs.
Clinician utilization — is every chair earning its provider-hours?
T90 · scheduled clinical hours ÷ available · margin/hr frozen · 6 providers incl. rotating locum
| Provider | Location | Specialty | Clinician util | Margin / hr | Read |
|---|---|---|---|---|---|
| Dr. James Whitfield | Plano | Oral Surgery / Implants | 93% | +$538 | At capacity |
| Dr. Priya Mehta | Plano | Prosthodontics / Restorative | 88% | +$494 | At capacity |
| Dr. Marcus Lin | Frisco | Periodontics / Implants | 82% | +$318 | Healthy |
| Dr. Sarah Okafor | Frisco | General / Endodontics | 74% | +$329 | Room to fill |
| Dr. David Reyes | Southlake | General Dentistry | 53% | −$28 | Idle + margin-negative |
| Locum (rotating) | Southlake | General · 0.5 FTE | 48% | +$544 | Underused · high-margin |
| Group | 73% | — | Southlake clinicians, not chairs, are the constraint | ||
Plano's two providers run at 88–93% against full operatories — that is why Plano, not Southlake, is the add-a-chair candidate: supply is the constraint, not demand. Southlake inverts it — chairs and clinicians both idle near 50%, and the principal is margin-negative. The fix there is demand (the front-of-house levers), not a sixth chair.
✓
The supply decision this pillar drives — "Hold & fill now, add at Plano next"
Hold all 13 chairs today. Southlake's 51% is idle capacity, not over-build — the three front-of-house levers fill it, so no cut. Plano is the forward add-a-chair candidate: both providers run 88–93% against full operatories, so a 7th chair there unlocks throughput the desk is already turning away. Sequence: fill Southlake via the demand levers, then revisit the add at Plano in two quarters once the levers have run.
Hold all 13 · cut none
Plano 91% → add-a-chair candidate
Southlake 51% → fill via demand levers
Revisit Plano add in 2 quarters
Hold 13add at Plano next
Avg check-in speed
6.2min
Target 4 min
Eligibility verified
78%
Target 95%
Next-appt booked (walkout)
41%
Target 60%
Balance collected
64%
Target 85%
Forms complete (secondary)
86%
At check-in
Tx-plan handoff (secondary)
72%
To coordinator
The focused four — group baseline → target
The four check-in/check-out behaviors that move chair revenue · everything else is secondary
Per-staffer check-in / check-out quality — the four metrics
named front desk · on-time/speed · eligibility-verified % · next-appt-booked % (walkout) · balance-collected %
| Staff member | Location | Check-in speed | Eligibility verified | Next-appt booked | Balance collected |
|---|---|---|---|---|---|
| Ashley Carter | Plano | 4.2 min | 92% | 58% | 82% |
| Marcus Bell | Plano | 4.6 min | 80% | 45% | 66% |
| Diana Flores | Plano | 4.8 min | 90% | 55% | 80% |
| Sophia Nguyen | Frisco | 6.0 min | 82% | 48% | 68% |
| Tyler Brooks | Frisco | 6.8 min | 72% | 39% | 58% |
| Renee Patel | Frisco | 6.4 min | 76% | 44% | 64% |
| Hannah Wright | Southlake | 8.4 min | 64% | 28% | 52% |
| Carlos Mendez | Southlake | 8.8 min | 60% | 24% | 48% |
| Group baseline → target | 6.2 → 4 min | 78% → 95% | 41% → 60% | 64% → 85% | |
Next-appt-booked % is the same number as walkout retention — the checkout behavior that feeds the largest operational lever. Southlake's two staff sit at 24–28% against a 60% target. Secondary stats — forms-complete 86%, tx-plan handoff 72% — are healthy and not where the dollars are.
Walkout retention
41%
Target 60%
Re-appointment (30-day)
41%
Default window
Recall recovery
22%
Target 40%
No-show + cancel
23%
Target 14%
No-future-appt patients
36
12 per location · call list
Recall-reactivation lever
$70K
15%→35% of list / yr
Walkout retention — the checkout commitment
% of completed visits leaving with a next appointment booked
41%
today
→
60%
target
Plano books at checkout reliably; Southlake barely a fifth of the time. This 41%→60% lift is the single largest operational lever — $140K/yr (Walkout-booking protocol on the At a Glance tab).
Re-appointment % by window
default 30-day · toggle same-day / anytime
Same-day
30-day
Anytime
Same-day 18% · 30-day 41% (default) · anytime 63%. The 30-day window is the operational standard — it captures the booking discipline that walkout retention measures.
Recall recovery
lapsed patients reactivated into the schedule
22%
today
→
40%
target
No-show + cancellation rate
combined · the retention drag to halve
23%
today
→
14%
target
'No future appointment' worklist 36 patients
Live
| # | Patient | Phone | Last visit | Location | $ at risk |
|---|---|---|---|---|---|
| 1 | Gregory Holland | +1 (469) 555-0182 | Mar 14, 2026 | Southlake | $3,200 |
| 2 | Priscilla Vaughn | +1 (469) 555-0147 | Feb 28, 2026 | Southlake | $2,850 |
| 3 | Damon Frye | +1 (469) 555-0203 | Feb 19, 2026 | Frisco | $2,640 |
| 4 | Yolanda Reese | +1 (469) 555-0119 | Feb 11, 2026 | Southlake | $2,400 |
| 5 | Curtis Maddox | +1 (469) 555-0276 | Jan 30, 2026 | Frisco | $2,180 |
| 6 | Bernadette Cho | +1 (469) 555-0158 | Jan 22, 2026 | Frisco | $1,920 |
| 7 | Antoine Russo | +1 (469) 555-0091 | Jan 15, 2026 | Southlake | $1,760 |
| 8 | Felicia Barnett | +1 (469) 555-0234 | Jan 8, 2026 | Plano | $1,540 |
| 9 | Marshall Quinn | +1 (469) 555-0167 | Dec 29, 2025 | Frisco | $1,420 |
| 10 | Tamara Wells | +1 (469) 555-0312 | Dec 18, 2025 | Plano | $1,280 |
| 11 | Devon Pruitt | +1 (469) 555-0145 | Dec 10, 2025 | Plano | $1,120 |
| 12 | Octavia Means | +1 (469) 555-0298 | Dec 3, 2025 | Plano | $980 |
| Showing 12 of 36 · highest $ at risk first | $70K/yr recapture at 35% reactivation | ||||
PILLAR · FINANCE · TRAILING 90 DAYS
Finance — the cost side of the dual mandate, priced to margin
Where cost leaks across payroll, supply and lab — and what closing the gap is worth in margin.
Finance filters
Cost domain
All
Payroll
Supply
Lab
Overhead
Finance fees
Location
Group
Plano
Frisco
Southlake
View basis
EBITDA
Margin %
Budget
vPY
✦ AI SUMMARY · FINANCE
Finance is the cost half of the dual mandate. Lifting EBITDA margin 26.2% → 30% recovers ~$500K/yr, across three connectors — payroll, vendor supply and lab — with Southlake's payroll-to-production gap ($260K) the single largest lever. Cost levers only, separate from the revenue pool — no double-count. (What this is worth in enterprise value lives on the Valuation page.)
FOCAL QUESTION · FIN
Where does cost leak — and what is closing the gap worth in EBITDA and margin?
+$500K
EBITDA / yr recovered · the prize
EBITDA margin 26.2% → 30% (+3.8 pts) across three cost levers. Cost levers only — separate from the $1.05M revenue pool, no double-count.
→ what this is worth in enterprise value: Valuation
EBITDA margin 26.2% → 30% (+3.8 pts) across three cost levers. Cost levers only — separate from the $1.05M revenue pool, no double-count.
→ what this is worth in enterprise value: Valuation
Margin bridge · 26.2% → 30% in three cost levers
Baseline EBITDA
26.2%
+ Payroll efficiency
+$250K
+ Supply / inventory
+$150K
+ Lab cost
+$100K
Target EBITDA
30.0%
The close — three cost levers that lift margin 3.8 points
Each lever maps to a real connector — payroll runs, vendor ordering, lab invoices. Together they take EBITDA from 26.2% to 30%. Southlake's payroll-to-production gap leads. Enterprise-value impact → Valuation.
Lever 1 · Payroll efficiency
Payroll-to-production gap
$250K · LARGESTSouthlake
leads the cost waste · $260K
+$250K
EBITDA / yr
Southlake carries the same staffed payroll as a full-scale location on barely a third of the production. Right-size staffing to demand and rebalance provider mix — the payroll-to-production ratio is the single biggest cost lever in the group. Source: payroll runs.
12-month contribution
Worth ~1.85 margin points → +$250K EBITDA/yr.
Lever 2 · Supply / inventory
Vendor & consumable spend
$150K · CONNECTORAmazon
vendor ordering · unmanaged
+$150K
EBITDA / yr
Consumable and vendor spend runs without a managed catalog or par levels. Consolidate suppliers, set par stock, and route ordering through one approved catalog. Source: Amazon vendor ordering feed — directly addressable.
12-month contribution
Worth ~1.11 margin points → +$150K EBITDA/yr.
Lever 3 · Lab cost
Lab spend & remakes
$100K · SUPPLIERFrisco
lab 18.2% of revenue
+$100K
EBITDA / yr
Lab cost averages 12% of revenue but runs to 18% at Frisco on a 4.2% remake rate. Consolidate to the lower-remake suppliers and hold a remake SLA. Source: emailed lab invoices — parsed and benchmarked per location.
12-month contribution
Worth ~0.74 margin points → +$100K EBITDA/yr.
Margin bridge — 26.2% to 30% as each cost lever lands
EBITDA margin %, baseline → payroll → supply → lab → target · each point ≈ $135K on $13.5M forward revenue
A floating-bar waterfall: the baseline holds at 26.2%, then payroll (+1.85 pts), supply (+1.11 pts) and lab (+0.74 pts) build up to 30.0%. +3.8 margin points = +~$500K EBITDA/yr. Cost levers only — additive to, not overlapping with, the $1.05M revenue recapture in Operations, Growth and RCM.
FULL SCORECARD
Open the scorecard →
See every KPI — by location, provider, specialty and every cost line
By location — production, margin & cost, ranked
T90 · EBITDA, margin %, payroll/lab/supply load, margin per chair-hour, recoverable cost waste
| Location | Production | EBITDA | Margin % | Payroll % | Lab % | Supply % | Margin/chair-hr | Recoverable | Tier |
|---|---|---|---|---|---|---|---|---|---|
Plano | $1.74M | $609K | 35% | 34% | 11% | 7% | $480 | $90K | Leader |
Frisco | $1.12M | $235K | 21% | 41% | 14% | 9% | $290 | $150K | Proficient |
Southlake | $0.49M | $24K | 5% | 59% | 13% | 10% | −$28 | $260K | Foundational |
| Group | $3.35M | $868K | 26.2% | 40% | 12% | 8% | $329 | $500K | — |
Plano sets the benchmark at 35% margin; Southlake destroys it at 5% on a 59% payroll load. Southlake carries 52% of the group's recoverable cost waste.
By provider — production & margin contribution
T90 · production, margin per clinical hour, utilization · 6 providers incl. rotating locum
| Provider | Location | Specialty | Production | Margin/hr | Util % | Tier |
|---|---|---|---|---|---|---|
| Dr. James Whitfield | Plano | Oral Surgery / Implants | $1.00M | +$538 | 93% | Leader |
| Dr. Priya Mehta | Plano | Prosthodontics / Restorative | $0.74M | +$494 | 88% | Leader |
| Dr. Marcus Lin | Frisco | Periodontics / Implants | $0.62M | +$318 | 82% | Advanced |
| Dr. Sarah Okafor | Frisco | General / Endodontics | $0.50M | +$329 | 74% | Proficient |
| Dr. David Reyes | Southlake | General Dentistry | $0.32M | −$28 | 53% | Foundational |
| Locum (rotating) | Southlake | General · 0.5 FTE | $0.17M | +$544 | 48% | Proficient |
| Group · 6 providers | $3.35M | $329 | 75% | — | ||
By specialty — top-line vs gross margin
T90 · 7 specialties · production, gross margin $ and %, share of group margin
| Specialty | Production | Gross margin $ | Margin % | % of group margin | Tier |
|---|---|---|---|---|---|
| Implants & Oral Surgery | $905K | $507K | 56% | 30.6% | Leader |
| Orthodontics | $470K | $296K | 63% | 17.9% | Leader |
| Prosthodontics | $520K | $255K | 49% | 15.4% | Advanced |
| Periodontics | $430K | $197K | 46% | 11.9% | Advanced |
| Endodontics | $360K | $168K | 47% | 10.1% | Proficient |
| Restorative | $400K | $132K | 33% | 8.0% | Proficient |
| Hygiene & preventive | $265K | $101K | 38% | 6.1% | Volume base |
| Group · 7 specialties | $3.35M | $1.66M | 49% | 100% | — |
By cost line — every dollar of revenue, itemized
T90 · all operating cost lines vs benchmark + EBITDA margin · reconciles to 100% of revenue
| # | Cost line | T90 spend | % of revenue | Benchmark | Connector source | Recoverable/yr |
|---|---|---|---|---|---|---|
| 1 | Payroll · Southlake 59% drives it | $1,340K | 40.0% | 34% | Payroll runs | $250K |
| 2 | Lab · Frisco 18% high | $402K | 12.0% | 9–10% | Lab invoices | $100K |
| 3 | Supply / vendor · unmanaged ordering | $268K | 8.0% | 6–7% | Amazon ordering | $150K |
| 4 | Occupancy / overhead · rent, utilities, sterilization | $235K | 7.0% | 7–8% | Xero P&L | — in band |
| 5 | Marketing | $84K | 2.5% | 3–4% | Xero P&L | — in band |
| 6 | Software & admin | $67K | 2.0% | 2–3% | Xero P&L | — in band |
| 7 | Merchant / finance fees | $50K | 1.5% | 2–3% | Xero P&L | — in band |
| 8 | Insurance | $24K | 0.7% | 1% | Xero P&L | — in band |
| 9 | Other · misc operating | $0K | 0.1% | — | Xero P&L | — |
| Total operating cost | $2,470K | 73.8% | $500K | |||
| EBITDA margin | $879K | 26.2% | 30% target | → +$4.0M val. |
Three lines run above benchmark — payroll, lab, supply — and carry the entire $500K recoverable. Everything else sits in band. Cost + margin reconcile to 100% of revenue.
FOCAL QUESTION · FIN · SPECIALTY ECONOMICS
What does each specialty generate — top-line vs gross margin?
★ HIGHEST MARGIN SPECIALTY
Oral Surgery / Implants
$905K T90 · 56% gross margin · $507K margin · 30% of group margin
VOLUME DRIVER
Hygiene & preventive
3,100 visits T90 · recurring base · 38% margin · the loyalty engine
HIGH-VALUE CONCENTRATION
9.1%
implants / ortho / full-arch share · the margin-dense end of the mix
Specialty × economics · T90 · all 3 locations
8 specialties · top-line vs cost vs margin · % contribution to total · $ per chair-hour
Total production · $3.35M (all specialties · 6,650 visits T90)
| Specialty | Cases T90 | Avg case $ | Top-line $ | Direct cost $ | Gross margin $ | Margin % | % of total margin | $ / chair-hr |
|---|---|---|---|---|---|---|---|---|
| Impl/OSImplants & Oral Surgery | 210 | $4,310 | $905K | $398K | $507K | 56% | 30% | $642 |
| OrthoOrthodontics (incl. aligners) | 88 | $6,480 | $570K | $274K | $296K | 52% | 18% | $410 |
| ProsthoProsthodontics (crown & bridge, dentures) | 430 | $1,210 | $520K | $265K | $255K | 49% | 15% | $452 |
| PerioPeriodontics (SRP, perio surgery) | 540 | $778 | $420K | $223K | $197K | 47% | 12% | $360 |
| EndoEndodontics | 270 | $1,241 | $335K | $167K | $168K | 50% | 10% | $470 |
| RestoRestorative (fillings, onlays) | 1,290 | $233 | $300K | $168K | $132K | 44% | 8% | $300 |
| HygHygiene & Preventive (recare, exams, x-rays) | 3,100 | $65 | $200K | $124K | $76K | 38% | 4% | $210 |
| CosmCosmetic (veneers, whitening) | 95 | $1,053 | $100K | $42K | $58K | 58% | 3% | $520 |
| Group total (all specialties) | 6,650 visits | $504 | $3.35M | $1.66M | $1.69M | 50.4% | 100% | $470 |
THE SPECIALTY CONCENTRATION STORY
Implants & Oral Surgery (27% of production) + Cosmetic (58% margin) are the margin-dense end of the mix. Hygiene & preventive runs at 38% margin but is the recurring base that feeds every other specialty. Periodontics (47%) and Restorative (44%) sit lower on margin because of higher chair time per dollar. The structural lever is case-mix shift toward the high-margin specialties while protecting the hygiene base — a 1-point shift toward implants/ortho is worth ~$24K/qtr of incremental gross margin.
Specialty deep-dive · Implants & Oral Surgery case types · cost anatomy · % of revenue
SINGLE-TOOTH · 223 CASES
$1,650
52% margin · per case
margin 52%cost 48%
T90 contribution: $368K margin · 31% of total
MULTI-TOOTH · 62 CASES
$4,360
52% margin · per case
margin 52%cost 48%
T90 contribution: $271K margin · 23% of total
★ FULL-ARCH · 18 CASES
$15,307
56% margin · per case
margin 56%cost 44%
T90 contribution: $276K margin · 23% of total
★ ALL-ON-X · 8 CASES
$18,560
58% margin · highest in group
margin 58%cost 42%
T90 contribution: $148K margin · 12% of total
ZYGOMATIC · 2 CASES
$20,580
49% margin · cost-heavy
margin 49%cost 51%
T90 contribution: $41K margin · 3% of total
ADJUNCT · OVERLAY ON 39 CASES
$2,352
49% margin · materials drag
margin 49%cost 51%
T90 contribution: $92K margin · 8% of total
Specialty × location · case volume distribution
Specialty
Plano
Frisco
Southlake
Total
Implants & Oral Surgery
120
70
20
210
Orthodontics
48
32
8
88
Prosthodontics
210
150
70
430
Periodontics
260
200
80
540
Endodontics
130
90
50
270
Restorative (fillings, onlays)
560
480
250
1,290
Plano indexes premium — leads on implants, oral surgery, orthodontics and high-value prosthodontics. Southlake is overwhelmingly general/restorative · minimal implant, ortho or endo depth. The specialty-mix gap IS the per-chair-hour margin gap. Hygiene & preventive and cosmetic volumes are reported separately in the recare and revenue views.
Group revenue T90
$3.35M
+12.1% YoY
Plano revenue
$1.74M
flagship · 52% of group
Frisco revenue
$1.12M
growth · 33%
Southlake revenue
$0.49M
sub-scale · 15%
Group EBITDA margin
26.2%
Plano 34.9% · Southlake −0.8%
Cost vs budget
+$500K
over target
Location league table — ranked by EBITDA & margin
Revenue / EBITDA / margin / vPY · tier-badged Leader → Foundational · which location sets the margin standard, which one to lift
| # | Location | Revenue T90 | EBITDA T90 | Margin % | Rev vPY | EBITDA vPY | Cost waste | Tier |
|---|---|---|---|---|---|---|---|---|
| 1 | Meridian Plano Flagship |
$1.74M | $607K | 34.9% | +14% | +18% | $90K | Leader |
| 2 | Meridian Frisco Growth |
$1.12M | $232K | 20.7% | +11% | +4% | $150K | Advanced |
| 3 | Meridian Southlake Sub-scale · urgent |
$0.49M | −$4K | −0.8% | +6% | −12% | $260K | Foundational |
| Group | $3.35M | $835K T90 · $3.5M T12 | 26.2% | +12.1% | — | $500K | target margin 30% | |
Plano is the Leader — it sets the margin standard the group is valued against. Southlake sits Foundational not on per-case economics but on scale: $260K of cost waste on $0.49M revenue. The opportunity is closing the margin gap to Plano, not cutting the location.
Revenue by location · T12 trend
Monthly · $K · Plano flagship, Southlake sub-scale
EBITDA by location · T90
$K · EBITDA contribution per location
%
The margin gap — Southlake is where the points are
Plano runs the group's 26.2% margin standard. Southlake sits at −0.8% — not on per-case economics but on scale: full staffed payroll on a third of the production. Lifting it to the group standard adds ~$130K of EBITDA/yr. Plano is the proof the model works; Southlake is where the margin points are.
Plano 26.2% = the standard
Southlake −0.8% → group avg
+$130K EBITDA / yr
+$130KEBITDA at group margin
Total operating cost T90
$2.47M
73.8% of revenue
Payroll cost T90
$1.34M
40% of revenue · largest line
Supply / vendor T90
$268K
8% · above 6–7% bench
Lab cost T90
$402K
12% · Frisco 18% high
Identified cost waste
$500K
/yr · 3 levers
EBITDA at target
+$500K
26.2% → 30%
Cost waste by location
$K identified · the payroll-to-production gap leads at Southlake
Cost stack — % of revenue
Payroll the largest, then lab, supply, overhead
Payroll — the cost line, per location
T90 · payroll as % of production is the efficiency signal · source: payroll runs
| Location | Production T90 | Payroll T90 | Payroll % of prod | Clinical FTE | Support FTE | Cost waste | Signal |
|---|---|---|---|---|---|---|---|
Plano | $1.74M | $592K | 34.0% | 2.0 | 6.0 | $90K | Efficient |
Frisco | $1.12M | $459K | 41.0% | 2.0 | 5.5 | $150K | Watch |
Southlake | $0.49M | $289K | 59.0% | 1.5 | 4.0 | $260K | Right-size |
| Group | $3.35M | $1.34M | 40.0% | 5.5 | 15.5 | $500K | payroll lever = $250K |
Southlake runs payroll at 59% of production versus Plano's 34% — the same staffed cost base on a third of the revenue. This single ratio is the largest cost lever in the group. Right-sizing to demand recovers ~$250K/yr of the $500K target.
Expense rankings — where the cost waste sits
T90 · ranked by $ recoverable · mapped to the connector that surfaces it
| # | Expense line | T90 spend | % of revenue | Benchmark | Connector source | $ recoverable/yr |
|---|---|---|---|---|---|---|
| 1 | Payroll — Southlake over-staffing 59% of production vs 34% benchmark |
$289K | 59.0% | 34–41% | Payroll runs | $250K |
| 2 | Supply / vendor — unmanaged ordering No par levels, no consolidated catalog |
$268K | 8.0% | 6–7% | Amazon vendor ordering | $150K |
| 3 | Lab — Frisco supplier & remakes 18.2% of revenue · 4.2% remake rate |
$402K | 12.0% | 9–10% | Emailed lab invoices | $100K |
| 4 | Occupancy / overhead — rent, utilities, sterilization | $235K | 7.0% | 7–8% | Xero P&L | — in band |
| 5 | Finance & merchant fees | $84K | 2.5% | 2–3% | Xero P&L | — in band |
| Total identified cost waste — three addressable levers | $500K/yr | |||||
The three cost levers — $500K to 30% margin
Each maps to a NorthChair connector · Southlake's payroll gap leads
LEVER 1 · PAY
Payroll efficiency
$250K
Southlake 59% → 41%
Right-size staffing to demand
Payroll runs →
LEVER 2 · SUPPLY
Supply / inventory
$150K
12% → 8–9% of revenue
Par levels + one catalog
Vendor ordering →
LEVER 3 · LAB
Lab cost
$100K
Frisco 18.2% → 14%
Consolidate · remake SLA
Lab invoices →
RESULT · FIN
Margin to 30%
+3.8 pts
+$500K EBITDA → +$4M value
8.1× multiple
See bridge →
Collections & AR now live in RCM
Net collection, AR aging, denials and payer mix moved to the Revenue Cycle pillar
Collections, AR aging and net-collection recovery are part of the revenue cycle, not the cost side. They now sit under RCM (Revenue Review · Claims Finder · AR · Denials · Payer Mix), where the $315K denial / aged-AR / net-collection recapture is modeled.
Open the RCM pillar→
Margin / chair-hour (group)
$329
the core unit metric
Plano / chair-hour
$610
flagship
Frisco / chair-hour
$487
growth
Southlake / chair-hour
$284
−$28 net (Dr. Reyes)
Avg production / visit
$504
6,650 visits T90
Blended gross margin
51%
across 8 specialties
Margin per chair-hour · per provider
T90 · the unit the whole P&L compounds from · one provider sits below zero
| Provider | Location | Specialty | Schedule util | Production / chair-hr | vs group $329 | Signal |
|---|---|---|---|---|---|---|
| Locum (Southlake) | Southlake | General | 48% | +$544 | +$215 | Above |
| Dr. James Whitfield | Plano | Oral Surgery / Implants | 93% | +$538 | +$209 | Above |
| Dr. Priya Mehta | Plano | Prostho / Restorative | 88% | +$494 | +$165 | Above |
| Dr. Sarah Okafor | Frisco | General / Endo | 74% | +$329 | $0 | At group |
| Dr. Marcus Lin | Frisco | Perio / Implants | 82% | +$318 | −$11 | Near |
| Dr. David Reyes | Southlake | General Dentistry | 53% | −$28 | −$357 | Below zero |
| Group | 3 locations | — | 75% | $329 | — | Southlake drags the average |
Every provider but one clears the group's $329/chair-hour. Dr. Reyes runs at −$28 — production at 53% utilization doesn't cover his loaded cost. This is the same Southlake signal the Clinical pillar flags as a watch-item: a margin/chair-hour gap, addressed by the payroll and utilization levers, not a chair cut.
Production per chair-hour · by location
$ · Plano $610 · Frisco $487 · Southlake $284 · the scale gap
Lab cost % revenue by supplier
T90 · the lab cost lever ($100K) lives here
PILLAR · GROWTH · TRAILING 90 DAYS
Growth — the demand-to-treatment funnel
The demand-to-treatment funnel: acquired → diagnosed → accepted → scheduled. Where it leaks, and what plugging it is worth.
Growth filters
Lead source
All
Google Ads
Meta
Patient ref
Dentist ref
Organic SEO
Walk-in
Funnel stage
All
Lead
Consult
Plan
Accepted
Deposit
Patient financing
All
Cash
CareCredit
Sunbit
Patterson CarePay
Declined
✦ AI SUMMARY · GROWTH
The funnel leaks ~$420K/yr, mostly at case acceptance (group 62.6%, Southlake just 41%) and in the diagnosed-but-unscheduled backlog. Plano runs the tightest funnel and acceptance (71%) — the protocol to copy. Biggest move: lift group acceptance to 75% with scripted day-7/14/30 follow-up, then re-book the unscheduled backlog at near-zero acquisition cost.
FOCAL QUESTION · GRO
Where does the demand-to-treatment funnel leak — and what is recapturing it worth?
$420K
Recoverable revenue T90 across the growth funnel — acquisition, case acceptance and unscheduled treatment. Full recapture phases in over 12 months. The funnel leaks hardest at acceptance, where the group converts only 62.6% of presented plans.
$75K
Plano · 18%
$165K
Frisco · 39%
$180K
Southlake · 43%
62.6%
Group acceptance
The growth funnel · group T90 · where demand leaks before it becomes treatment
1New patients acquired
100%
—top of funnel
2Examined & diagnosed
88%
−$70Kacquisition leak
3Case plan presented
79%
—options + finance
4Plan accepted
62.6%
−$200KPlano 71 · Frisco 56 · Southlake 41
5Scheduled / in treatment
accepted − backlog
−$150Kdiagnosed-unscheduled
6Treatment delivered
banked
$420Ktotal recapturable
THE BIGGEST SINGLE LEAK · ACQUIRED → ACCEPTED
The funnel leaks hardest at acceptance: the group converts only 62.6% of presented plans into a yes. Plano runs this at 71%; Frisco at 56%; Southlake at just 41%. Lifting the group to a 75% target — and Southlake specifically from 41% to 60% — is the single largest growth lever, worth $200K of the $420K recapturable. Behind it sits a diagnosed-but-unscheduled backlog worth a further $150K, and a thinner top-of-funnel worth $70K. Three levers, priced below.
The same funnel · three different stories
Meridian Plano
Converts what it acquires
BENCHMARK71%
case acceptance rate
$75K
recoverable · smallest gap
Plano is the flagship: highest acceptance (71%) and the tightest funnel in the group. Most of its $75K recoverable is incremental — a referral-led top-of-funnel and a small unscheduled backlog. The protocol to copy lives here.
Lever · protect & scale
Hold the same-day-acceptance protocol; export it to Frisco and Southlake. No new spend needed.
Meridian Frisco
Demand without conversion
MID-FUNNEL LEAK56%
case acceptance · 15 pts under Plano
$165K
recoverable · largest acceptance share
Frisco is the growth location with the biggest top-of-funnel and the worst mid-funnel leak. Of its $165K recoverable, $80K sits in case acceptance and $60K in unscheduled treatment. The Operations coordinator gap is the same root cause seen from Growth.
Lever · close the acceptance gap
Scripted follow-up + coordinator capacity (cross-ref Ops) recovers the bulk of Frisco's $165K.
Meridian Southlake
Leaks at every stage
ACQUISITION + ACCEPTANCE41%
case acceptance · lowest in group
$180K
recoverable · most leverage
Southlake leaks at acquisition and acceptance. Acceptance at 41% is the group's weakest; the target is to lift it to 60%. Of its $180K recoverable, $90K is case acceptance, $60K unscheduled, $30K new-patient acquisition. The most leverage per dollar of effort sits here.
Lever · rebuild the funnel
Acceptance protocol + referrer program + unscheduled-backlog mining. Largest single-location recapture.
The close — three growth levers that recapture the $420K
Each lever has a named target and a 12-month dollar contribution. Together they ramp the group from a flat baseline to full $420K/yr recapture — no overlap with Operations' retention levers.
Lever 1 · Conversion
Case acceptance lift
$200K · LARGEST62.6%
acceptance today
75%
target
Lift group case acceptance from 62.6% to a 75% target, with Southlake specifically moving from 41% to 60%. Scripted day-7/14/30 follow-up plus same-day acceptance protocol. The single biggest growth lever in the group.
12-month contribution
Plano $30K · Frisco $80K · Southlake $90K → $200K/yr.
Lever 2 · Opportunity mining
Unscheduled treatment
$150K · BACKLOGaccepted
but never scheduled
fulfilled
target
Fulfill the diagnosed-but-unscheduled backlog — treatment a patient already agreed to that never made it onto the calendar. Mining and re-booking this backlog converts existing demand at near-zero acquisition cost.
12-month contribution
Plano $30K · Frisco $60K · Southlake $60K → $150K/yr.
Lever 3 · Top of funnel
New-patient acquisition
$70K · REFERRAL ROIpaid-heavy
mix today
referral-led
target
Grow the top of the funnel via referral and marketing ROI — activating dormant referring-dentist relationships (Southlake has none) and rebalancing paid CPL. The lowest-cost incremental demand the group can add.
12-month contribution
Plano $15K · Frisco $25K · Southlake $30K → $70K/yr.
Funnel-leak → recapture $ dropping out at each stage · then the recovered $420K
Dollars leak out at acquisition, acceptance and scheduling. The three levers above plug each leak; combined, they recapture $420K/yr.
Funnel stage
Where the leak is
$ leaking
Lever
Recapture
Acquisition
$70K
New-patient
$70K
Acceptance
$200K
Case acceptance
$200K
Scheduling
$150K
Unscheduled treatment
$150K
Total recovered
$420K
3 levers
$420K/yr
12-month recapture ramp — flat baseline + three stacked lever bands
Cumulative annualized $ recovered as each lever phases in · reaches the full $420K by month 12
Baseline holds flat — this is incremental recapture on top of current production. Case acceptance ($200K) leads because it is the largest and fastest lever; unscheduled-treatment mining ($150K) ramps as the backlog is worked; new-patient acquisition ($70K) compounds as referral channels reactivate. Full $420K/yr by month 12.
FULL SCORECARD
Open the scorecard →
See every KPI — by location, lead source (CPL & CAC), provider and treatment type
By location — funnel & growth, ranked
T90 · new patients, case acceptance, unscheduled-treatment backlog, production, recoverable
| Location | New patients | Case acceptance | Unscheduled backlog | Production | Recoverable | Tier |
|---|---|---|---|---|---|---|
Plano | 250 | 71% | $180K | $1.74M | $75K | Leader |
Frisco | 185 | 56% | $260K | $1.12M | $165K | Advanced |
Southlake | 105 | 41% | $210K | $0.49M | $180K | Foundational |
| Group | 540 | 62.6% | $650K | $3.35M | $420K | — |
Southlake accepts barely 4 in 10 cases against Plano's 7 in 10 — and carries the largest share of the recoverable. Acceptance, not traffic, is the constraint.
By lead source — cost per lead & cost of acquisition
T90 · CRM-connected · spend, leads, CPL, signed cases, CAC ($/signed), revenue attributed, ROI
| Lead source | Spend | Leads | CPL | Signed | CAC | Revenue attrib. | ROI | Tier |
|---|---|---|---|---|---|---|---|---|
| Patient referrals | $3,200 | 388 | $8 | 156 | $21 | $1,142K | 357x | Leader |
| Referring dentist / GP | $8,400 | 168 | $50 | 88 | $95 | $724K | 86x | Leader |
| Walk-in / phone direct | $2,200 | 99 | $22 | 24 | $92 | $94K | 42.7x | Advanced |
| Google Ads | $42,800 | 612 | $70 | 148 | $289 | $894K | 20.9x | Advanced |
| Organic web / SEO | $9,600 | 158 | $61 | 42 | $229 | $186K | 19.4x | Proficient |
| Meta (Facebook + Instagram) | $28,400 | 422 | $67 | 82 | $346 | $456K | 16.1x | Proficient |
| Group · 6 sources | $94,600 | 1,847 | $51 | 540 | $175 | $3.50M | 36.9x | — |
Referrals convert at $8 CPL / $21 CAC — 16× cheaper to acquire than Meta. The under-investment is in the referring-dentist channel, not paid: Southlake has no active referrer base.
By provider — production & case acceptance
T90 · production, acceptance of presented treatment, high-value cases started
| Provider | Location | Production | Case acceptance | High-value cases | Tier |
|---|---|---|---|---|---|
| Dr. James Whitfield | Plano | $1.00M | 74% | 48 | Leader |
| Dr. Priya Mehta | Plano | $0.74M | 68% | 16 | Leader |
| Dr. Marcus Lin | Frisco | $0.62M | 58% | 24 | Advanced |
| Dr. Sarah Okafor | Frisco | $0.50M | 54% | 14 | Proficient |
| Dr. David Reyes | Southlake | $0.32M | 42% | 8 | Foundational |
| Locum (rotating) | Southlake | $0.17M | 40% | 4 | Proficient |
| Group · 6 providers | $3.35M | 62.6% | 114 | — | |
By treatment type — production, acceptance & unscheduled backlog
T90 · where production sits and where diagnosed treatment goes unscheduled
| Treatment type | Production | Case acceptance | Unscheduled backlog | Tier |
|---|---|---|---|---|
| Implants & Oral Surgery | $905K | 68% | $190K | Leader |
| Prosthodontics | $520K | 58% | $120K | Advanced |
| Orthodontics | $470K | 64% | $80K | Advanced |
| Periodontics | $430K | 60% | $90K | Advanced |
| Restorative | $400K | 71% | $90K | Leader |
| Endodontics | $360K | 66% | $40K | Proficient |
| Hygiene & preventive | $265K | n/a | $40K | Volume base |
| Group | $3.35M | 62.6% | $650K | — |
Implants & Oral Surgery hold the largest unscheduled backlog at $190K — the highest-value cases are the ones most often walking unscheduled. That backlog is the core of the $150K unscheduled-treatment lever.
EXISTING DEMAND · LEVER 2 · UNSCHEDULED TREATMENT · $150K/yr
Treatment a patient already accepted but that never made it onto the calendar — diagnosed-but-unscheduled backlog. This is demand the group has already won; mining and re-booking it converts at near-zero acquisition cost. The committed recapture is $150K/yr (Plano $30K · Frisco $60K · Southlake $60K); the gross backlog is larger and ages out if left unworked.
Unscheduled cases · group
412
accepted · not on calendar
Gross backlog value
$610K
opportunity
Committed recapture
$150K
12-month · conservative
Aged > 90 days
128
31% of backlog
Avg $ / unscheduled case
$1,480
blended
Recapture rate target
25%
of gross backlog
Diagnosed-but-unscheduled backlog · by specialty
T90 · accepted treatment not yet on the calendar · highest-value mining targets first
Prosthodontics (crown & bridge)Accepted units awaiting a seat date
$182K128 cases
Implants & oral surgeryStaged surgical phases not booked
$146K34 cases
Periodontics (SRP, perio surgery)Quadrant therapy not sequenced
$98K126 cases
EndodonticsRCT accepted, awaiting appointment
$74K60 cases
Restorative & otherFillings, onlays, follow-on work
$110K64 cases
Gross backlog $610K across 412 accepted cases. At a conservative 25% recapture rate, this is the $150K committed Lever-2 contribution. Prosthodontics and implants carry the highest $/case and are the first mining targets.
Unscheduled-treatment aging · by location
Accepted treatment not yet booked, by days since acceptance · recovery probability decays with age
| Days since accepted | Plano | Frisco | Southlake | Group | $ value | Est. recovery |
|---|---|---|---|---|---|---|
| 0–14 days | 28 | 44 | 22 | 94 | $139K | 62% |
| 15–30 days | 18 | 42 | 26 | 86 | $127K | 44% |
| 31–60 days | 14 | 38 | 28 | 80 | $118K | 28% |
| 61–90 days | 2 | 8 | 14 | 24 | $36K | 14% |
| 90+ days | 6 | 54 | 68 | 128 | $190K | 8% |
| Total | 68 | 186 | 158 | 412 | $610K | ~$150K recoverable |
Southlake and Frisco own 122 of the 128 cases aged past 90 days — the same low-conversion locations flagged on the funnel. Mining works oldest-but-highest-value first; recovery probability halves roughly every 30 days.
THE CONVERSION STEP · LEVER 1 · CASE ACCEPTANCE · $200K/yr
The largest growth lever. Group case acceptance is 62.6% today (Plano 71% · Frisco 56% · Southlake 41%) against a 75% target — and Southlake specifically lifting from 41% to 60%. Closing the gap is worth $200K/yr recapture (Plano $30K · Frisco $80K · Southlake $90K), driven by scripted day-7/14/30 follow-up and exporting Plano's same-day-acceptance protocol.
Plans presented T90
681
+8% YoY
Acceptance rate (group)
62.6%
Range 41–71%
Avg accepted plan $
$12,820
+$640 YoY
Avg days to accept
11.4
Industry: 8 days
Same-day accept %
38%
Plano 58% / Southlake 18%
Declined T90
142
21% of presented
Acceptance rate by treatment value
T90 · single / multi / full-arch
Decline reasons
T90 group
Acceptance funnel by location
T90 · same-day vs delayed acceptance
| Location | Plans presented | Same-day accept | Delayed accept | Declined | Still pending | Acceptance % | Avg value |
|---|---|---|---|---|---|---|---|
Plano | 312 | 181 | 41 | 48 | 42 | 71% | $14,400 |
Frisco | 258 | 62 | 82 | 52 | 62 | 56% | $12,180 |
Southlake | 111 | 14 | 31 | 42 | 24 | 41% | $9,400 |
| Group | 681 | 257 | 154 | 142 | 128 | 63% | $12,820 |
TOP OF FUNNEL · LEVER 3 · NEW-PATIENT ACQUISITION · $70K/yr
This is the top of the growth funnel — how new patients enter and what each channel costs. The acquisition lever is worth $70K/yr recapture (Plano $15K · Frisco $25K · Southlake $30K), driven by reactivating referral channels and rebalancing paid CPL. Referral is the highest-ROI channel and the group's most under-invested; Southlake has no active referring-dentist base.
Marketing spend T90
$94.6K
2.8% of revenue
Cost per lead (group)
$51
−$6 YoY
Cost per consult
$87
−$9 YoY
Cost per signed case
$241
−$42 YoY
Marketing ROI multiple
36.9x
Revenue / spend
Referral % of new pts
27%
Free leads
Channel performance · T90
Spend, leads, consults, signed cases, revenue attributed, ROI
| Channel | Spend | Leads | CPL | Consults | Signed cases | Revenue attrib. | ROI |
|---|---|---|---|---|---|---|---|
| Google Ads | $42,800 | 612 | $70 | 372 | 148 | $894K | 20.9x |
| Meta (Facebook + Instagram) | $28,400 | 422 | $67 | 228 | 82 | $456K | 16.1x |
| Patient referrals | $3,200 | 388 | $8 | 288 | 156 | $1,142K | 357x |
| Referring dentist / GP | $8,400 | 168 | $50 | 142 | 88 | $724K | 86x |
| Organic web / SEO | $9,600 | 158 | $61 | 94 | 42 | $186K | 19.4x |
| Walk-in / phone direct | $2,200 | 99 | $22 | 58 | 24 | $94K | 42.7x |
| Total | $94,600 | 1,847 | $51 | 1,082 | 540 | $3.50M | 36.9x |
CAC by channel · 12-month trend
$ per signed case
Top referring dentists
T90 · cases referred · revenue attributed
PILLAR · CLINICAL · TRAILING 90 DAYS
Clinical — the diagnostic pipeline, by CDT category
The diagnostic chain: exam → image → diagnose → present → convert → deliver, across every CDT category — with quality (0.9% complications) as the floor.
Clinical filters
Provider
All 6 providers▾
Specialty
All
Implants/OS
Ortho
Perio
Endo
Prostho
Restorative
Location
All
Plano
Frisco
Southlake
Window
T90 (outcomes T12)▾
✦ AI SUMMARY · CLINICAL
Outcomes are sound group-wide — 0.9% complications, all specialties above benchmark — so this isn't a safety problem; it's a diagnostic-pipeline one. The gap is undiagnosed demand: a quarter of due patients lack current images and perio is coded at 18% against ~45% real prevalence, worth ~$180K net-new. Plano is the clinical reference location; Southlake's 38% recare is the one watch-item — operational, not clinical-safety.
FOCAL QUESTION · CLINICAL
Are we catching, presenting and converting treatment across every CDT category — and what is closing the diagnostic gap worth?
+$180K
net-new diagnosed demand from closing the diagnostic-capture gap — exams, imaging, under-diagnosis. Additive to Growth (upstream, no double-count). Plano $30K · Frisco $60K · Southlake $90K.
71%
Exam / recare rate · Southlake 38%
74%
Radiographs current · imaging gap
0.9%
Complication · quality floor holds
Specialty × outcome · T90/T12 · cell color = performance vs benchmark
Specialty
Outcomeour result
Benchmarkindustry band
Implants & Oral Surgery
98.4% survival
95–97%
Orthodontics
84% on-time
75–80%
Periodontics
91% pocket-reduction
85%
Endodontics
95.6% RCT success
90–94%
Prosthodontics
1.8% remake rate
< 3%
Restorative
2.1% failure rate
< 4%
Group · complication
0.9%
1.5–2.2%
Best-in-band
Above benchmark
Benchmark band
No specialty below its benchmark
The diagnostic pipeline — patients to delivered treatment
T90 group · each stage feeds the next; the upstream gaps (exam, imaging, diagnosis) are Clinical's to close
Active patients
6,650
seen T90
Exam complete
71%
Southlake 38%
X-rays current
74%
imaging gap
Diagnosed
63%
perio under-dx
Presented
58%
of diagnosed
Converted
62.6%
→ Growth owns
Delivered · quality
0.9%
complication
The leak is upstream — at exam, imaging and diagnosis, before a case is ever presented. Closing it surfaces $180K of net-new diagnosed treatment that Growth then converts. Quality (0.9% complications) proves we can diagnose more without over-treating.
The close — three diagnostic-capture levers that surface $180K net-new
Upstream of Growth's acceptance lever. Each closes a capture gap → newly diagnosed treatment → converted at the group's 62.6% acceptance. Southlake-led.
Lever 1 · Imaging compliance
Bring overdue X-rays current
$80K · LARGEST74%
radiographs current
95%
target
A quarter of due patients carry no current bitewings or pano — disease that can't be diagnosed because it was never imaged. Bring imaging to cadence and the undiagnosed surfaces. Source: PMS imaging log.
12-month contributionPlano $12K · Frisco $26K · Southlake $42K → $80K/yr net-new.
Lever 2 · Exam / recare capture
Get patients in for the exam
$60K · RECARE71%
exam / recare rate
85%
target
No exam, no diagnosis. Southlake recare runs at 38% — patients lapse before they're ever assessed. Lifting recare brings them back into the diagnostic chair. Source: PMS recall.
12-month contributionPlano $10K · Frisco $18K · Southlake $32K → $60K/yr net-new.
Lever 3 · Under-diagnosis · perio
Diagnose to prevalence
$40K · D4 PERIO18%
perio diagnosed
~45%
prevalence
Periodontal disease runs ~45% prevalence in adults; Meridian codes it at 18%. The gap is the textbook silent leak — a standard-of-care issue and undiagnosed demand at once. Source: D4xxx coding vs charting.
12-month contributionPlano $8K · Frisco $16K · Southlake $16K → $40K/yr net-new.
Why this matters to the valuation — quality is the floor under the multiple
★ CLINICAL HEADLINEA buyer discounts the multiple for clinical risk: high complication rates, poor implant survival, remake-heavy labs, weak outcomes. Meridian carries none of those discounts. The clinical pillar's job is to keep it that way — it is a quality lens, not a recapture lever.
0.9%
Group complication rate
Below the 1.5–2.2% industry band. No malpractice exposure surfaced T12.
98.4%
Implant survival (T12)
Above the 95–97% band. Durable surgical book de-risks the implant revenue.
6 / 6
Specialties above benchmark
Implants, ortho, perio, endo, prostho, restorative all clear their bands.
1
Watch-item flagged
Southlake recare 38% drag + Dr. David Reyes −$28/chair-hr. Monitored, not a clinical-safety issue.
Read: across 6,650 procedures T90, clinical outcomes are uniformly above benchmark. The one item to watch is operational, not surgical — Southlake's recare compliance (38% vs Plano 86%) and Dr. Reyes's margin/chair-hour (−$28). Both are tracked in the Operations and Finance pillars; neither discounts the clinical quality of the book. No $ recapture is claimed in this pillar.
Three locations · three clinical quality profiles
Meridian Plano · Whitfield + Mehta
Clinical reference
BEST-IN-CLASS0.5%
complication rate (group avg 0.9%)
86%
recare compliance · highest in group
Plano is the group's clinical reference location: lowest complication rate (0.5%), strongest recare discipline (86%), and the highest-complexity case mix handled cleanly. The clinical playbook here is what the other two locations are benchmarked against — a quality asset that holds the group's average up.
Quality note · the standard
Plano's pre-op planning and recare protocol is the documented group standard.
Meridian Frisco · Lin + Okafor
Solid & above benchmark
ABOVE BENCHMARK98.5%
implant survival · above 95–97% bench
1.0%
complication rate · within group band
Frisco's clinical outcomes are sound — 1.0% complications, 98.5% survival, all specialties above benchmark. There is no clinical-quality discount here. Process-level efficiency items (TAT, recare cadence) are tracked in Operations and Finance, not as clinical risk.
Quality note · clean book
Outcomes carry no valuation discount; growth-side items live in other pillars.
Meridian Southlake · Reyes + Locum
Watch-item · recare drag
★ ONE TO WATCH38%
recare compliance (vs Plano 86%)
−$28
Dr. Reyes margin / chair-hour
Southlake is the single clinical watch-item. Outcomes themselves remain above benchmark, but recare compliance is 38% and Dr. David Reyes runs −$28/chair-hour. This is an operational and productivity signal — recall discipline and case mix — not a clinical-safety failure. Tracked in Operations (retention) and Finance (unit economics).
Quality note · monitor
Recare discipline + provider productivity addressed in Operations & Finance; clinical quality re-baselined at 6 months.
Specialty quality snapshot
Six specialties, each measured against its industry benchmark. This is the diagnostic lens — no recapture, no $ claim.
Outcomes by specialty vs benchmark
T90 production · T12 outcome window · all above benchmark
| Specialty | Production T90 | % mix | Cases T90 | Outcome metric | Result | Benchmark | Status |
|---|---|---|---|---|---|---|---|
| Implants & Oral Surgery | $905K | 27% | 210 | Implant survival (T12) | 98.4% | 95–97% | Above |
| Orthodontics | $570K | 17% | 88 starts | On-time case completion | 84% | 75–80% | Above |
| Prosthodontics | $520K | 16% | 430 units | Crown/bridge remake rate | 1.8% | < 3% | Above |
| Periodontics | $420K | 12% | 540 | Pocket-depth reduction | 91% | 85% | Above |
| Endodontics | $335K | 10% | 270 | RCT success / retention (T12) | 95.6% | 90–94% | Above |
| Restorative | $300K | 9% | 1,290 | Restoration failure (T12) | 2.1% | < 4% | Above |
| Group · all specialties | $3.35M | 100% | 6,650 | Overall complication rate | 0.9% | 1.5–2.2% | Above |
FULL SCORECARD
Open the scorecard →
See every KPI — by CDT category, exam & imaging, provider and procedure code
Exam & imaging — the diagnostic-capture layer, by location
T90 · no exam or X-ray → no diagnosis · this is where the upstream leak starts
| Location | Exam / recare | Bitewings current | FMX / pano cadence | Patients overdue | Tier |
|---|---|---|---|---|---|
Plano | 86% | 88% | On cadence | 9% | Leader |
Frisco | 71% | 74% | Watch | 22% | Advanced |
Southlake | 38% | 52% | Overdue | 41% | Foundational |
| Group | 71% | 74% | — | 24% | — |
Southlake examines barely 4 in 10 recare patients and images half — the disease is never seen. Closing the capture gap is levers 1 & 2 ($140K of the $180K).
By CDT category — diagnosed → presented → converted → delivered
T90 · ADA categories D0–D9 · diagnosed-vs-prevalence flags under-diagnosis · net-new $ = the diagnostic-capture opportunity
| CDT | Category | Patients dx | Dx vs prevalence | Presented | Conversion | Delivered | Net-new $ |
|---|---|---|---|---|---|---|---|
| D0 | Diagnostic / exams | 4,720 | 71% exam rate | — | — | 4,720 | — |
| D1 | Preventive | 3,100 | 74% imaged | — | — | 3,100 | — |
| D2 | Restorative | 1,640 | imaging-gated | 1,420 | 71% | 1,290 | $60K |
| D3 | Endodontics | 310 | on prevalence | 290 | 66% | 270 | $15K |
| D4 | Periodontics | 620 | 18% vs ~45% | 540 | 60% | 540 | $70K |
| D5 | Removable Prosthodontics | 180 | on | 160 | 58% | 150 | $10K |
| D6 | Implant + Fixed Prostho | 340 | under | 300 | 68% | 280 | $20K |
| D7 | Oral Surgery | 240 | on | 220 | 70% | 210 | $5K |
| D8 | Orthodontics | 110 | on | 100 | 64% | 88 | — |
| D9 | Adjunctive general | 1,180 | n/a | — | — | 1,180 | — |
| Group · 62.6% conversion | — | 63% dx | — | 62.6% | — | $180K | |
D4 Perio is the headline — diagnosed at 18% against ~45% prevalence, the single largest net-new at $70K. Top-4 by volume × value (D2 · D3 · D4 · D6) deep-dive on the Procedures & Restorative tabs.
By provider — diagnostic thoroughness & quality
T90 · exam rate, diagnose-to-prevalence, case conversion, complication rate
| Provider | Location | Exam rate | Dx-to-prevalence | Case conversion | Complication | Tier |
|---|---|---|---|---|---|---|
| Dr. James Whitfield | Plano | 88% | 94% | 74% | 0.6% | Leader |
| Dr. Priya Mehta | Plano | 85% | 90% | 68% | 0.7% | Leader |
| Dr. Marcus Lin | Frisco | 78% | 82% | 58% | 0.9% | Advanced |
| Dr. Sarah Okafor | Frisco | 72% | 71% | 54% | 1.0% | Proficient |
| Dr. David Reyes | Southlake | 42% | 48% | 42% | 1.4% | Foundational |
| Locum (rotating) | Southlake | 40% | 46% | 40% | 1.1% | Proficient |
| Group | 71% | 63% | 62.6% | 0.9% | — | |
By procedure code — top CDT codes checked out
T90 · the most-delivered codes and how presented treatment converts
| Code | Description | Count T90 | Conversion |
|---|---|---|---|
| D1110 | Prophylaxis · adult | 2,640 | recall |
| D0150 | Comprehensive oral evaluation | 1,120 | exam |
| D2392 | Resin composite · 2-surf posterior | 880 | 73% |
| D2740 | Crown · porcelain / ceramic | 410 | 69% |
| D4341 | Perio scaling & root planing · 4+/quad | 320 | 60% |
| D7140 | Extraction · erupted tooth | 240 | 71% |
| D6010 | Endosteal implant placement | 168 | 68% |
| D3330 | Endodontic therapy · molar | 150 | 66% |
| D8080 | Comprehensive ortho · adolescent | 64 | 64% |
D4341 (perio SRP) converts at just 60% off a base already suppressed by under-diagnosis — the compounding leak the perio lever attacks.
Implant / OS procedures
210
incl. 28 full-arch
Endodontic (RCT)
270
retreat rate 4.4%
Periodontal (SRP/surgery)
540
incl. 96 surgical
Restorative units
1,290
fillings + onlays
Prosthodontic units
430
crown / bridge / denture
Ortho starts
88
320 active
What's being checked out · production by specialty
T90 · six specialties sum to $3.35M group production
| Specialty | Production T90 | % mix | Cases / starts | Avg $ | Gross margin % |
|---|---|---|---|---|---|
| Implants & Oral Surgery | $905K | 27% | 210 | $4,310 | 56% |
| Orthodontics (incl. aligners) | $570K | 17% | 88 starts / 320 active | $5,400 | 52% |
| Prosthodontics (crown & bridge, dentures) | $520K | 16% | 430 units | $1,210 | 49% |
| Periodontics (SRP, perio surgery) | $420K | 12% | 540 | $780 | 47% |
| Endodontics | $335K | 10% | 270 | $1,240 | 50% |
| Restorative (fillings, onlays) | $300K | 9% | 1,290 | $233 | 44% |
| Hygiene & Preventive | $200K | 6% | 3,100 visits | $97 | 38% |
| Cosmetic (veneers, whitening) | $100K | 3% | 95 | $1,050 | 58% |
| Group | $3.35M | 100% | 6,650 visits | $504 | 51% blended |
Implants & Oral Surgery deep-dive · case mix by provider
T90 · single / multi / full-arch / adjuncts · the group's largest specialty (27%)
| Provider | Location | Total implants | Single | Multi | Full-arch | Bone graft | Sinus lift | Guided % | Avg surgery time |
|---|---|---|---|---|---|---|---|---|---|
| Whitfield | Plano | 88 | 42 | 28 | 18 | 22 | 14 | 92% | 2h 14m |
| Mehta | Plano | 54 | 38 | 16 | 0 | 8 | 4 | 84% | 1h 28m |
| Lin | Frisco | 72 | 44 | 19 | 9 | 16 | 10 | 82% | 1h 52m |
| Okafor | Frisco | 46 | 36 | 10 | 0 | 10 | 4 | 70% | 1h 36m |
| Reyes | Southlake | 42 | 38 | 4 | 0 | 6 | 2 | 62% | 1h 22m |
| Locum | Southlake | 11 | 11 | 0 | 1 | 0 | 0 | 54% | 1h 48m |
| Group | 5.5 FTE | 313 | 209 | 77 | 28 | 62 | 34 | 78% | 1h 44m |
Implant fixture mix by brand
T90
Procedure volume by specialty
T90 group · what kinds of cases
Crown & bridge, dentures and implant restorations — $520K prosthodontics + $300K restorative across the group. Quality view: remake and TAT discipline, by supplier. This is a quality lens — no $ recapture is claimed in the clinical pillar.
Restorations delivered T90
312
+9 vs prior 90d
Avg TAT surgery → resto
122days
Target < 120
Lab remake rate
2.3%
Frisco 4.2% drag
Aesthetic re-do
4
1.3% of restorations
Avg lab cost / case
$642
Material + lab fees
Materials in pipeline
$82K
Awaiting delivery
Lab quality scorecard
T90 · remake rate, TAT, aesthetic re-dos — quality lens (supplier & cost decisions sit in Finance · Cost & Payroll)
| Supplier | Primary location | Cases T90 | Avg cost | Remake % | Avg TAT | Aesthetic re-do % | Quality flag |
|---|---|---|---|---|---|---|---|
| DentalCraft Premium | Plano | 142 | $580 | 1.2% | 14 days | 0.8% | Within quality SLA |
| Northstar Lab | Frisco | 118 | $640 | 4.2% | 21 days | 2.1% | Remake rate high |
| Apex Dental Lab | Southlake | 42 | $520 | 2.4% | 18 days | 1.2% | Monitoring |
| Specialist Zirconia (3rd party) | Full-arch only | 28 | $3,420 | 1.8% | 22 days | 0% | Full-arch quality strong |
Restoration TAT trend
Monthly group avg days surgery → delivery
Restoration type mix
T90 deliveries
Implant survival 24mo
98.4%
Industry 95–97%
Endo success (RCT)
95.6%
Industry 90–94%
Ortho on-time completion
84%
Industry 75–80%
Perio pocket-reduction
91%
Benchmark 85%
Complication rate (all)
0.9%
Below 1.5–2.2%
Patient satisfaction (NPS)
+68
Top decile dental
Outcomes by specialty · result vs benchmark
T12 outcome window · every specialty above its industry band — the quality-asset proof
| Specialty | Outcome metric | Result | Benchmark | Status |
|---|---|---|---|---|
| Implants & Oral Surgery | Implant survival (T12) | 98.4% | 95–97% | Above |
| Orthodontics | On-time case completion | 84% | 75–80% | Above |
| Periodontics | Pocket-depth reduction success | 91% | 85% | Above |
| Endodontics | RCT success / retention (T12) | 95.6% | 90–94% | Above |
| Prosthodontics | Crown/bridge remake rate | 1.8% | < 3% | Above |
| Restorative | Restoration failure (T12) | 2.1% | < 4% | Above |
| Group | Overall complication rate | 0.9% | 1.5–2.2% | Above |
Implant survival · cohort analysis
By implant year, survival at 3 / 6 / 12 / 24 months
| Placement cohort | Implants placed | 3mo survival | 6mo survival | 12mo survival | 24mo survival | Complications |
|---|---|---|---|---|---|---|
| 2026 H1 (T90) | 313 | 99.4% | — | — | — | 3 |
| 2025 H2 | 684 | 99.3% | 99.0% | — | — | 9 |
| 2025 H1 | 628 | 99.4% | 99.1% | 98.9% | — | 11 |
| 2024 H2 | 562 | 99.5% | 99.2% | 98.9% | 98.8% | 12 |
| 2024 H1 | 418 | 99.6% | 99.3% | 99.0% | 98.7% | 10 |
Complication rate by provider
12-month rolling
Peri-implantitis incidence by location
T12 cohort review
PILLAR · RCM · REVENUE CYCLE MANAGEMENT · TRAILING 90 DAYS
Revenue Cycle — from chair to bank
For every $1 billable to insurance, how much reaches the bank. Not a write-off crisis — a capture problem.
✦ AI SUMMARY · RCM
Collections are healthy (94% net, FFS-leaning) so this is a capture problem, not a write-off one — ~$315K/yr leaks between chair and bank. The biggest slice is denials (9% vs. 4% target; clean-claim 88% → 96%), then aged AR over 90 days, then underpayments against the fee schedule. Southlake carries the largest share on every lever.
RCM RECOVERABLE · PART OF THE $1.05M REVENUE STACK
Where $1 billable to insurance leaks before the bank
$315K/yr recoverable
Not a write-off problem — a capture problem. Three levers close it: denial reduction & rework $140K, aged-AR recovery $110K, net-collection / underpayment $65K. Southlake-weighted. Full $315K over 12 months.
Net collection rate
94%
Target 98% · industry net-collection benchmark. RCM now owns this (moved from Finance).
+1.2 pts YoY
Chair → bank leakage funnel · insurance side · T90
Billable to insurance
$1.51M
45% of $3.35M · 55% self-pay/FFS
① − Unbilled (Claims Finder)
−$96K
procedures done, never billed →
② Submitted
$1.41M
clean-claim 88% (target 96%)
③ − Denied & aged AR
−$96K
denial 9% (target 4%) + 90+ AR →
④ − Contractual write-off
−$38K
2.5% · low (FFS-leaning)
⑤ Net collected
$1.27M
94% net (target 98%) · the bank →
The close — three revenue-cycle levers that recapture the $315K
Each lever has a named target and a 12-month dollar contribution. Together they ramp the group from a flat baseline to full $315K/yr recapture. Southlake carries the largest slice on every lever.
Lever 1 · Claims quality
Denial reduction & rework
$140K · LARGEST9%
denial rate today
4%
target
Cut denials at the source (clean-claim 88% → 96%) and rework the appealable stack. Most denials are documentation-fixable — missing radiograph, downcoding, frequency. Southlake runs a 9.4% denial rate against Plano's 5.2%.
12-month contribution
Plano $25K · Frisco $55K · Southlake $60K → $140K/yr.
Lever 2 · Aged AR
Aged-AR recovery
$110K · 90+/180+18%
AR over 90 days
10%
target
Work the 90–180 and 180+ buckets before the timely-filing clock closes them out. Dollars sitting in aged AR are already earned — they need follow-up, resubmission and patient-balance collection, not new production.
12-month contribution
Plano $20K · Frisco $43K · Southlake $47K → $110K/yr.
Lever 3 · Net collection
Net-collection / underpayment
$65K · UNDERPAID94%
net collection today
98%
target
Catch payer underpayments against the contracted fee schedule and lift net collection 94% → 98%. Every $1 produced should reach the bank at the rate the contract promised; the 4-point gap is recoverable.
12-month contribution
Plano $11K · Frisco $24K · Southlake $30K → $65K/yr.
12-month recapture ramp — flat baseline + three stacked lever bands
Cumulative annualized $ recovered as each lever phases in · reaches the full $315K by month 12
Baseline holds flat — this is incremental recapture on top of current collections. Denial reduction ($140K) leads because it is the largest and stops the bleed at the source; aged-AR recovery ($110K) ramps as the 90+/180+ buckets are worked; net-collection / underpayment ($65K) compounds as the contract-rate audit lands. Full $315K/yr by month 12.
FULL SCORECARD
Open the scorecard →
See every KPI — by location, payer, provider and claim status
By location — chair-to-bank, ranked
T90 · net collection, days in AR, AR >90, clean-claim, denial rate, recoverable
| Location | Net collection | Days in AR | AR >90 | Clean-claim | Denial rate | Recoverable | Tier |
|---|---|---|---|---|---|---|---|
Plano | 97% | 28 | 9% | 95% | 5% | $56K | Leader |
Frisco | 93% | 41 | 22% | 88% | 9% | $122K | Advanced |
Southlake | 89% | 56 | 34% | 82% | 14% | $137K | Foundational |
| Group | 94% | 39 | 21% | 88% | 9% | $315K | — |
Plano runs an elite cycle (97% net, 5% denials); Southlake leaks at every stage — 89% net, 14% denials, a third of AR past 90 days. Targets: net 94%→98%, denial 9%→4%, clean-claim 88%→96%.
By payer — mix, collection & friction
T90 · Meridian's payer book · share of claims, net collection, days to pay, denial, AR >90 (illustrative mock)
| Payer | % of claims | Net collection | Days to pay | Denial rate | AR >90 | Tier |
|---|---|---|---|---|---|---|
| FFS / self-pay | 38% | 99% | 5 | — | 6% | Leader |
| Delta Dental PPO | 24% | 95% | 22 | 6% | 12% | Advanced |
| Cigna PPO | 12% | 93% | 28 | 9% | 18% | Advanced |
| MetLife PPO | 10% | 92% | 31 | 10% | 20% | Proficient |
| Aetna PPO | 9% | 90% | 35 | 12% | 26% | Proficient |
| UHC / other | 7% | 88% | 38 | 15% | 30% | Foundational |
| Group · blended | 100% | 94% | 24 | 9% | 21% | — |
The FFS lean (38%) is why this is a capture problem, not a write-off crisis. Aetna and UHC are the friction payers — slowest to pay, highest denial and aged AR — the first targets for the denial & AR levers.
By provider — billing & collection cleanliness
T90 · production billed, net collection, denial rate, eligibility verified
| Provider | Location | Production billed | Net collection | Denial rate | Eligibility verified | Tier |
|---|---|---|---|---|---|---|
| Dr. James Whitfield | Plano | $1.00M | 97% | 5% | 94% | Leader |
| Dr. Priya Mehta | Plano | $0.74M | 96% | 6% | 92% | Leader |
| Dr. Marcus Lin | Frisco | $0.62M | 93% | 9% | 84% | Advanced |
| Dr. Sarah Okafor | Frisco | $0.50M | 92% | 10% | 80% | Proficient |
| Dr. David Reyes | Southlake | $0.32M | 89% | 14% | 64% | Foundational |
| Locum (rotating) | Southlake | $0.17M | 90% | 12% | 66% | Proficient |
| Group | $3.35M | 94% | 9% | 78% | — | |
By claim status & AR aging — where the money sits
T90 · claim disposition + denial reasons + receivables aging buckets
| Claim status | % of claims | Denial reason (top) | Action |
|---|---|---|---|
| Paid · first pass | 88% | clean claim | — |
| Denied | 9% | Eligibility 34% · coding/downcode 27% · missing docs 21% · timely filing 18% | Rework → $140K |
| Pending adjudication | 2% | in process | Monitor |
| Appealed | 1% | 62% appeal-win rate | Pursue |
| AR aging bucket | $ outstanding | % of AR | Read |
|---|---|---|---|
| 0–30 days | $248K | 42% | Current |
| 31–60 days | $124K | 21% | Healthy |
| 61–90 days | $94K | 16% | Watch |
| 90–180 days | $77K | 13% | Work now |
| 180+ days | $47K | 8% | At risk |
| Total AR | $590K | 100% | 21% past 90 → $110K lever |
Denials are eligibility-led (34%) — fixable upstream by verifying before the visit. $124K sits past 90 days; working the 90-180/180+ buckets is the $110K aged-AR lever.
$96K of completed clinical work was never billed to insurance in T90. This is the most actionable money in the practice — the procedures are done and documented; they just need claims raised. Southlake-weighted, matching its recare-discipline gap.
Unbilled T90
$96K
found money
Southlake share
$52K
54%
Procedures flagged
214
across 5 categories
Avg days since service
38
timely-filing clock running
Unbilled / under-billed work — by category
T90 · completed & documented, no claim raised · ranked by $
| Leak category | CDT | Cases | $ unbilled | Location-weighted | Fix |
|---|---|---|---|---|---|
| Build-up bundled into crown | D2950 | 46 | $28K | Southlake 22 · Frisco 16 | Unbundle & submit |
| SRP self-downcoded to prophy | D4341→D1110 | 31 | $19K | Southlake 18 · Frisco 9 | Re-code w/ perio chart |
| Second-stage / post-op not billed | D6011 / D3921 | 28 | $22K | All locations · 120-day TAT | Raise completion claim |
| Same-visit restoration unbilled | D2740 / D2392 | 61 | $14K | Southlake 30 · Plano 18 | Submit w/ endo claim |
| Imaging / adjunct not billed | D0367 / D4263 | 48 | $13K | Frisco 22 · Southlake 16 | Attach & submit |
| Total recoverable | — | 214 | $96K | Southlake $52K (54%) | 21-day sweep |
→
Why these stall — see Denials
The SRP and build-up lines stall because they need the same documentation the denials lane demands (perio charting, pre-op radiographs). Fix the documentation once and both the unbilled and the denied stacks clear.
Open Denials & Write-offs→
Denial rate 9% → 4% and clean-claim 88% → 96% is the source-side of Lever 1. Stop the bleed before submission and the appealable stack shrinks. Each point of clean-claim improvement removes rework cost and accelerates days-to-payment.
Denial rate
9%
target 4% · elite 2–3%
Clean-claim (first-pass)
88%
target 96% · benchmark ≥95%
e-Claim submission (837)
96%
vs 90% benchmark
ERA auto-post (835)
41%
vs 39% benchmark
Avg days to payment
16days
illustrative · from PMS
Manual-ops cost gap
$38K
/yr recoverable
Denial rate · 9% → 4%
9.0%→4.0%
Clean-claim · 88% → 96%
88%→96%
Net collection · 94% → 98%
94%→98%
Automation vs benchmark
Meridian vs CAQH 2024 US-dental index
Manual vs electronic — per-transaction cost
CAQH 2024 · the case for auto-posting
| Transaction | Manual | Electronic | Saving |
|---|---|---|---|
| Eligibility / benefits | $9.72 | $2.55 | $7.17 |
| Claim status inquiry | $15.21 | $3.73 | $11.48 |
| Remittance posting (835) | manual | auto | ~8 min each |
The fix is back-office, not clinical: turn on ERA auto-posting and electronic status checks. Lever sits with the billing team, not the chair.
Denial rate
9%
target 4% · elite 2–3%
Recoverable in denied
$48K
appealable
Contractual write-off
2.5%
low · FFS-leaning
Bad-debt write-off
$14.8K
0.44% of revenue
Appeal success
71%
illustrative · on resubmit
Clean-claim rate
88%
target 96%
Top denial reasons
T90 · share of denied claims
Denial → fix playbook (research-backed)
primary ADA / AAOMS / Delta sources
| Reason | Share | Documentation fix |
|---|---|---|
| Missing attachment / radiograph | 31% | Crown: pre-op PA <1yr (no pano). Endo: pre+post-op PAs. |
| Eligibility / not covered | 22% | Verify 48–72h ahead + re-check at DOS. |
| Frequency limitation | 17% | SRP 24-mo limit; check history before billing. |
| Downcoding (SRP→prophy) | 12% | ≥4mm pocket charting + FMX; D4341 vs D4342. |
| Missing narrative | 10% | Ortho: diagnosis + type + length in Remarks. |
| Coordination of benefits | 8% | Confirm primary/secondary at verification. |
→
Same documentation unlocks the unbilled stack
The pocket-charting and radiograph fixes that clear these denials are exactly what the $96K of unbilled SRP and build-ups need. One documentation discipline, two recovered stacks.
Open Claims Finder→
Net collection rate
94%
target 98% · RCM owns this
AR over 90 days
18%
target <10%
Eligibility e-verified (270)
74%
vs 82% benchmark
Worst-location net collection
91%
Southlake · Medicaid-exposed
AR aging — group · five buckets
T90 · insurance + patient AR · 90+/180+ is the aged-AR lever
Payer mix per location
T90 · share of insurance-billed production · Southlake carries the Medicaid/other exposure
Payer mix · insurance-billed production
T90 · $1.51M (55% of total is self-pay/FFS)
AR by payer · >90 days
T90 · insurance AR aging
Per-payer behavior · illustrative — a live practice reads this from its own PMS
days-to-pay & denial tendency not industry-published; shown as demo data
| Payer | % of ins. production | Avg days to pay | Denial rate | Posture |
|---|---|---|---|---|
| Delta Dental | 34% | 14 | 5.2% | In-network · largest |
| Cigna DPPO | 16% | 17 | 6.4% | In-network |
| MetLife | 12% | 16 | 5.8% | In-network |
| Aetna | 10% | 19 | 7.1% | In-network |
| UnitedHealthcare | 9% | 21 | 7.6% | Out-of-network leaning |
| Guardian | 7% | 15 | 5.0% | In-network |
| BCBS TX | 8% | 18 | 6.2% | Mixed |
| Other / Medicaid TX | 4% | 28 | 9.4% | Southlake only · 53% of private rate |
Eligibility discipline
Verify earlier, re-check at the chair
74% → 82% TARGETVerify 48–72 hrs ahead (7–10 days for major treatment) and re-confirm on the date of service — plans apply retroactive eligibility changes that cause recoupment. Electronic checks cost $2.55 vs $9.72 manual.
Specialty documentation
The records that prevent denials
SOURCE: DELTA DENTALCrowns: pre-op periapical <1yr (panoramic won't substitute). Endo: pre- AND post-op periapicals. Ortho: diagnosis/type/length narrative; benefit is a lifetime max ($1,500–2,000). Build these into the clinical workflow, not the appeal.
SYSTEM · ADMIN CONSOLE · ACTING AS SUPER ADMIN (SHAMANTH MK)
Admin Console — govern & tune the whole platform
The control plane. Configure who sees what, set the targets and benchmark bands the dashboard measures against, govern the AI agent, manage integrations, and white-label the app. DEMO · sandbox — changes are illustrative.
★ Preview as role — governance is real, not cosmetic
pick a role; the left rail re-renders to exactly what that role can see
Full access — all pillars visible.
User directory
8 users · 3 locations
| User | Role | Location | Status |
|---|---|---|---|
| Shamanth MK | Super Admin | All | active |
| Dr. Priya Mehta | Group Manager | All | active |
| Marcus Bell | Location Manager | Plano | active |
| Dr. James Whitfield | Provider (OS) | Plano | active |
| Renee Ford | Billing / RCM | All | active |
| Tara Lindgren | Front Desk | Plano | active |
| Eaglesoft Integration | Service Account | All | system |
| J. Whitman (Riverstone) | Investor (read-only) | All | invited |
Permissions matrix
● granted · ◐ scoped · ○ denied
Role
Clinical
Financials
Payroll
Exports
Group Manager
●
●
●
●
Location Manager
●
◐
○
◐
Provider
●
○
◐
○
Front Desk
◐
○
○
○
Billing / RCM
○
●
○
●
Investor
○
◐
○
◐
PII, payroll detail and exports are step-up-MFA gated. Every change writes to the audit log.
★ What-if scenario simulator — tune the levers, see the dollars
drag a lever → projected annual production, recoverable, and composite health score recompute live
Projected annual production
$13.40M
+$0K/yr vs current
Composite health
71/100
Recoverable captured
$0K
Levers map to the same metrics the pillars track. Commit writes targets into the goals engine + assigns owners (demo).
Active goals & accountability
per-KPI targets · owner · cadence
| KPI | Current | Target | Owner | Status |
|---|---|---|---|---|
| Net collection rate | 94.6% | 98% | Renee Ford (RCM) | watch |
| Denial rate | 6.1% | <4% | Renee Ford | watch |
| Schedule utilization | 75% | 82% | Marcus Bell | off-track |
| Recare compliance | 71% | 85% | Location PMs | off-track |
| Case acceptance | 63% | 72% | Dr. Mehta | on-track |
Benchmark bands — tune what "good" means
pre-loaded with the verified US-dental research bands · drag to fork a custom threshold
Defaults are the research-verified bands (net collection 98%, days-in-AR <30, denial <5%, AR>90 <10%). Per-location overrides available (e.g. softer ramp targets for Southlake).
Autonomy ladder
per action type · read-only → draft-for-approval → auto-execute
| Patient communications | locked |
| Data exports / CSV | |
| Alert dispatch | |
| Board-pack generation | |
| Fee-schedule changes | |
| Recare / recall outreach |
Scope & guardrails
what Effie can read & the rules it can't break
☑ Read all 7 pillars · all 3 locations · last 12 mo
☐ Reference patient-identifying data (off — de-identified cohorts only)
🔒 Never auto-send patient communications
🔒 Never auto-modify fee schedules
🔒 Step-up MFA required for any PII export
☑ Log every agent action to the audit trail
Scheduled digests: Daily huddle 7:00a Weekly Mon 8:00a Monthly board pack
Connected data sources
the connectors feeding the warehouse
| System | Type | Scope | Feeds | Status | Last sync |
|---|---|---|---|---|---|
| Eaglesoft · Patterson | PMS | Plano, Southlake | Production · schedule · clinical | ● connected | 4 min ago |
| Fuse · Patterson | Cloud PMS | Frisco | Production · schedule | ● connected | 6 min ago |
| Change Healthcare | Clearinghouse | All | Claims · denials · RCM | ● connected | 15 min ago |
| QuickBooks Online | Accounting | All | Cost lines · P&L · overhead | ● connected | nightly |
| Gusto | Payroll | All | Provider & staff comp | ● connected | nightly |
| VoiceStack | VoIP / phone | All | Telephony · call→booking | ● connected | real-time |
| HubSpot | CRM | All | Leads · new patients · CAC | ● syncing | now |
| Lab invoices · emailed | Lab / vendor | All | Lab cost · remakes · supply | ● connected | daily |
| + Add integration | Open Dental · Dentrix · ADP · RingCentral · ACE DSN available | ||||
Eaglesoft & Fuse are Patterson products — Meridian's PMS data flows in natively. We integrate with whatever a practice runs; we never replace it.
Branding & white-label
one click rebrands the entire console
Theme preset:
Current: Meridian graphite.
Practice name: Meridian Dental Partners, PLLC
Tagline: "Every practice at its peak."
Custom domain: meridian.dentops.app
White-label ready — rebrand for any practice or distributor partner (e.g. a Patterson-branded deployment).
★ North Star Studio — saved dashboard views
build, apply and manage role-based storyboards · each is a saved VIEW_CONFIG (localStorage · no backend)
Conversational + tappable · role → per-pillar North Star → save
Views also appear in the switcher at the top of every page. Owner/Board, Front-of-House and Clinical Director are seeded; views you build here are saved per browser and deletable. This is the same engine that powers the in-dashboard "Build / redo storyboard" overlay.
CROSS-CUT · LOCATION COMPARE
Location Compare — benchmark, gap, lever
Operations is one location's story · Finance another's · Growth another's. This cross-cut view asks: which location sets the benchmark on each pillar, and what's the value of closing the gap on the other two?
CROSS-PILLAR · ALL 7
· TRAILING 90 DAYS
Which location sets the benchmark on each pillar — and what's the value of closing the gap on the other two?
★ FLAGSHIP · BENCHMARK
Meridian Plano
88
/100
Health score
T90 revenue $1.74M · margin +$516/hr · leads on 5 of 7 pillars
GROWTH · UNBLOCK
Meridian Frisco
71
/100
Health score
T90 revenue $1.12M (+28% YoY) · margin +$323/hr · leads on cost/hr only
⚠ STRUGGLING · URGENT
Meridian Southlake
48
/100
Health score
T90 revenue $0.49M · margin +$48/hr · benchmark on 0 pillars
BENCHMARK MAP · CLOSE THE GAP TO LEADER ON EACH PILLAR Total gap-closure value · $2.43M (gross, before cross-pillar de-dup)
Pillar
Marquee metric
Benchmark
Other-location gap
What the gap-close unlocks
Gap-closure
Operations
Operatory util
MAY 91%
Frisco −13pp · Southlake −40pp
+808 hrs/qtr chair capacity
$427K
Finance
Net margin %
MAY 34.9%
Frisco −14pp · Southlake −36pp
Margin recovery (unbilled, finance, lab)
$346K
Growth
Case acceptance rate
MAY 71%
Frisco −15pp · Southlake −30pp
Funnel leak closure (255 walked patients)
$612K
Clinical
Lab remake rate
MAY 1.2%
Frisco +3.0pp · Southlake +1.2pp
Quality + 11 complications avoided
$249K
Operations
Recare compliance
MAY 86%
Frisco −15pp · Southlake −48pp
Retention & recall reactivation
in $315K
Finance
Margin per chair-hour
MAY +$516
Frisco −$193 · Southlake −$468
Cost-side shift (payroll + supply + lab)
$500K
Plano is the playbook · Frisco beats Plano on loaded provider cost/hr ($263 vs $280); Southlake is benchmark on nothing.
$2.43M
Focus pillar
All pillars
Operations
Finance
Growth
Clinical
RCM
View
Side-by-side
Benchmark vs gap
Gap-rank
Side-by-side · marquee metrics from each bespoke pillar
T90 · all 3 locations · click pillar header to collapse
| KPI | Plano | Frisco | Southlake | Gap to benchmark | Lever (jump to pillar) |
|---|---|---|---|---|---|
| Operations Gap-closure · $427K | |||||
| Operatory utilization | 91% | 78% | 51% | Frisco −13pp · Southlake −40pp | → Operations |
| White space hrs/week (lower = better) | 9.4 | 21.0 | 38.4 | Frisco +11.6 · Southlake +29.0 | → Schedule & Util |
| Call answer rate | 92% | 81% | 51% | Frisco −11pp · Southlake −41pp | → Telephony |
| No-show rate (lower = better) | 4.8% | 8.6% | 12.4% | Frisco +3.8pp · Southlake +7.6pp | → Appointments |
| Same-day book at consult | 64% | 48% | 28% | Frisco −16pp · Southlake −36pp | → Operations |
| Finance Gap-closure · $346K | |||||
| Net margin % | 34.9% | 20.7% | −0.8% | Frisco −14pp · Southlake −36pp | → Case Economics |
| Revenue per chair-hour | $610 | $487 | $284 | Frisco −$123 · Southlake −$326 | → Revenue |
| Avg case value | $7,240 | $6,150 | $4,820 | Frisco −$1,090 · Southlake −$2,420 | → Revenue |
| Full-arch margin per case | $17,196 | $13,365 | $11,890 | Frisco −$3,831 · Southlake −$5,306 | → Unit Economics |
| DSO (days sales outstanding) (lower = better) | 18 | 26 | 42 | Frisco +8d · Southlake +24d | → Collections |
| Growth Gap-closure · $612K | |||||
| Case acceptance rate | 71% | 56% | 41% | Frisco −15pp · Southlake −30pp | → Lead-to-Bank Journey |
| Lead → consult conversion | 74% | 56% | 41% | Frisco −18pp · Southlake −33pp | → Lead Pipeline |
| Marketing ROI multiple | 49× | 29× | 16× | Frisco −20× · Southlake −33× | → Marketing ROI |
| Patient referral % of leads | 38% | 22% | 14% | Frisco −16pp · Southlake −24pp | → Marketing ROI |
| Stalled plans >30d (lower = better) | 26 | 128 | 50 | Frisco +102 · Southlake +24 | → Case Acceptance |
| Clinical Gap-closure · $249K + 11 complications avoided | |||||
| Lab remake rate (lower = better) | 1.2% | 4.2% | 2.4% | Frisco +3.0pp · Southlake +1.2pp | → Performance Matrix |
| Complication rate (lower = better) | 0.7% | 0.8% | 1.9% | Frisco +0.1pp · Southlake +1.2pp | → Outcomes & Survival |
| Guided surgery % | 88% | 76% | 62% | Frisco −12pp · Southlake −26pp | → Procedures |
| Implant / OS cases T90 | 142 | 118 | 53 | Frisco −24 · Southlake −89 | → Procedures |
| High-value cases T90 | 18 | 9 | 1 | Frisco −9 · Southlake −17 | → Procedures |
| Retention & Recare in Operations | |||||
| Recare compliance | 86% | 71% | 38% | Frisco −15pp · Southlake −48pp | → Retention |
| Recurring rev / pt / yr | $256 | $198 | $94 | Frisco −$58 · Southlake −$162 | → Retention |
| Lapsed >9mo cohort (lower = better) | 62 | 166 | 304 | Frisco +104 · Southlake +242 | → Retention |
| Cost & Payroll in Finance | |||||
| Margin per chair-hour | +$516 | +$323 | +$48 | Frisco −$193 · Southlake −$468 | → Unit Economics |
| Provider payroll % rev (lower = better) | 22.4% | 26.1% | 31.8% | Frisco +3.7pp · Southlake +9.4pp | → Cost & Payroll |
| Lab + materials % rev (lower = better) | 14.0% | 18.2% | 15.6% | Frisco +4.2pp · Southlake +1.6pp | → Cost & Payroll |
| Loaded cost / provider / hr (lower = better · Frisco leads!) | $280 | $263 | $392 | Plano +$17 · Southlake +$129 | → Cost & Payroll |
| Net collection % | 96% | 94% | 91% | Frisco −2pp · Southlake −5pp | → Leakage Funnel |
| Claim denial % (lower = better) | 4.8% | 6.1% | 9.4% | Frisco +1.3pp · Southlake +4.6pp | → Denials & Write-offs |
| TOTAL GAP-CLOSURE OPPORTUNITY · all 3 locations brought to benchmark | $2.43M gross · $1.4–1.8M net of cross-pillar overlap | ||||
Specialty mix × location · case volume + margin contribution
Each location sells a different case-mix. Plano indexes premium (high-value implants, oral surgery + ortho dominance); Frisco mid-mix (balanced, ortho + hygiene heavy); Southlake general-led (restorative + hygiene, minimal specialty depth). This is the structural reason for the per-chair-hour margin spread.
Specialty
Plano cases · margin
Frisco cases · margin
Southlake cases · margin
Group margin
Implants & Oral Surgery
120 · $300K
70 · $172K
20 · $35K
$507K
Orthodontics
48 · $165K
32 · $108K
8 · $23K
$296K
Prosthodontics
210 · $128K
150 · $90K
70 · $37K
$255K
Periodontics
260 · $98K
200 · $74K
80 · $25K
$197K
Endodontics
130 · $84K
90 · $58K
50 · $26K
$168K
Restorative (fillings, onlays)
560 · $58K
480 · $48K
250 · $26K
$132K
Plano
$833K margin
54% of core-specialty margin · implants, oral surgery + ortho depth drives the premium
Frisco
$550K margin
35% of core-specialty margin · balanced mid-mix · ortho + hygiene heavy
Southlake
$172K margin
11% of core-specialty margin · restorative + hygiene led · specialty-depth gap, not a clinical skill gap
EXECUTIVE · VALUATION · INVESTOR LENS
Valuation — what the operational gains are worth
The operational levers across every pillar, translated into enterprise value at the group's multiple. ~$28M today → ~$37M.
✦ AI SUMMARY · VALUATION
Meridian is worth ~$28M today at the group's 8.1× EBITDA multiple. The pillar levers lift EBITDA margin 26.2% → ~35% — roughly +$1.1M of annual EBITDA — which at the multiple adds ~$9M of enterprise value, taking the group to ~$37M. This is the strategic translation of the operational work; the day-to-day numbers live in their pillars.
WHAT THE GROUP IS WORTH · TODAY → 12 MONTHS
~$28M today → ~$37M.
+$9M
added to enterprise value at the group's 8.1× multiple, driven by margin 26.2% → ~35%. Revenue-capture and cost levers compound into the same EBITDA line.
Annual EBITDA uplift
revenue capture + cost recovery
+$1.1M/yr
~$0.63M from the $1.23M revenue not captured (at blended margin) + ~$0.50M cost recovered. Both land in EBITDA.
Enterprise value added
EBITDA uplift × 8.1×
+$9M
At the group's current multiple. Margin expansion is the lever with the highest multiple effect — every point compounds.
Margin bridge · 26.2% → ~35% · valuation annotated
Baseline EBITDA
26.2%
+ Revenue capture
+$630K
+ Cost recovery
+$500K
Target EBITDA
~35%
→ Valuation @ 8.1×
+$9.0M
Revenue-capture and cost levers are kept separate from each other — no double-count. Operational detail lives in each pillar; this view is the board/investor translation.
COST & PLANNING · PROCUREMENT · TRAILING 12 MONTHS
Procurement — vendor spend, GPO compliance, price intelligence
Where the group's consumable & vendor spend goes — and where it's leaking. Reporting layer: it tells you what's happening and where you're overpaying. $150K/yr recoverable.
✦ AI SUMMARY · PROCUREMENT
The group spends ~$1.61M/yr on supplies & vendors (12% of revenue), routed mostly through the ACE DSN GPO, Henry Schein, Patterson and Amazon Business. Three leaks total ~$150K/yr: the same SKUs cost different prices across locations, 22% of spend is off the GPO contract (maverick) at higher prices, and three-location volume isn't being consolidated into tier pricing. Southlake and Frisco carry the most off-contract spend. This $150K is the detailed view of Finance's supply/vendor cost lever — the same dollars, not additive.
VENDOR & CONSUMABLE SPEND · T12
$1.61M spent — $150K of it recoverable.
$150K/yr recoverable
Not a spend-cut — a price-and-compliance problem. Three levers: SKU price variance $70K, off-contract (maverick) spend $50K, volume / pricing power $30K. Connector-fed from ACE DSN + invoices.
On-GPO-contract
ACE DSN compliance
78%
Target 92%. The 22% off-contract is bought at non-negotiated prices — the fastest lever.
Spend by location
T12
Plano $620K
Frisco $560K
Southlake $430K
Frisco $560K
Southlake $430K
Three procurement levers that recover the $150K
Each is a price or compliance gap surfaced from ACE DSN GPO contract pricing + parsed invoices — not a demand to spend less.
Lever 1 · Price intelligence
Same SKU, different price
$70K · LARGEST312
SKUs priced higher than GPO
$70K
recoverable / yr
The same catalog items are bought at different prices across the three locations and above the ACE DSN GPO contract rate. Example: a nitrile glove SKU runs $8.40/box at Southlake vs $6.10 on the GPO contract. Align every location to the lowest negotiated price. Source: ACE DSN contract pricing × parsed invoice line items.
12-month contribution Align to GPO/lowest price → $70K/yr.
Lever 2 · GPO compliance
Off-contract (maverick) spend
$50K · 22% OFF-CONTRACT22%
bought off the GPO contract
8%
target
Nearly a quarter of spend is placed outside the ACE DSN GPO contract — direct from vendors or via Amazon Business — at non-negotiated retail prices. Route ordering back through the GPO catalog and the contracted price applies automatically. Southlake and Frisco carry most of it. Source: vendor channel × order feed.
12-month contribution 22% → 10% on-contract → $50K/yr.
Lever 3 · Pricing power
Consolidate 3-location volume
$30K · TIER PRICING3×
locations buying separately
$30K
tier-pricing unlock
Each location orders independently, so none hits the volume tier that the combined group easily clears. Consolidate ordering and the group qualifies for the next ACE DSN price tier on its highest-volume categories — implants, restorative, PPE. You buy for three locations; you should be paying three-location prices. Source: combined volume vs vendor tier thresholds.
12-month contribution Volume consolidation → $30K/yr.
By vendor
T12 spend, GPO-contract compliance and price position. Tier-badged on the price/compliance composite.
| Vendor | T12 spend | % of spend | On-contract | Off-contract $ | Price vs GPO | Tier |
|---|---|---|---|---|---|---|
| ACE DSN GPO catalog | $705K | 44% | 100% | — | benchmark | Leader |
| Henry Schein | $340K | 21% | 71% | $98K | +6% | Advanced |
| Patterson Dental | $285K | 18% | 68% | $91K | +5% | Advanced |
| Benco Dental | $180K | 11% | 52% | $86K | +9% | Proficient |
| Amazon Business | $100K | 6% | 0% | $100K | +14% | Foundational |
| Group | $1.61M | 100% | 78% | $375K | +7% blended | — |
Amazon Business is 100% off-contract at +14% vs GPO — the clearest line to re-route. Source: ACE DSN GPO contract × parsed vendor invoices.
By SKU — frequency & price gap
Highest-frequency consumables, current paid price vs GPO contract, annualised gap.
| SKU | Category | Orders / yr | Paid price | GPO price | Gap | Annual leak |
|---|---|---|---|---|---|---|
| Nitrile gloves (case) | PPE | 240 | $8.40 | $6.10 | +38% | $14.2K |
| Composite refill kit | Restorative | 96 | $112 | $98 | +14% | $11.8K |
| Implant fixture (std) | Implant | 180 | $215 | $198 | +9% | $9.6K |
| Prophy paste (case) | Hygiene | 156 | $46 | $39 | +18% | $7.1K |
| Impression material | Prosth | 120 | $88 | $80 | +10% | $5.8K |
Top 5 SKUs alone carry ~$49K of the $70K price-variance leak. Roadmap: live ACE DSN order-history + GPO-contract integration drives this automatically (this demo is the reporting layer; the action layer re-routes orders).
Formulary & substitution
SKU sprawl drives cost and clinical inconsistency. Standardize to a formulary and substitute brand→clinically-equivalent where the outcome is the same. Substitutions flagged for clinical sign-off — never auto-applied.
Distinct SKUs
1,840
target ~1,200
On formulary
61%
target 85%
Substitution upside
$28K
/yr · within $150K
Clinically reviewed
100%
sign-off required
| Current (brand) | Category | Suggested equivalent | Price now | Equivalent | Saving / yr | Clinical |
|---|---|---|---|---|---|---|
| Brand composite kit | Restorative | GPO-contract equivalent | $112 | $94 | $9.1K | equivalent |
| Premium prophy paste | Hygiene | Generic, same RDA | $46 | $34 | $7.4K | equivalent |
| Branded anesthetic | Consumable | Same molecule, generic | $0.92 | $0.71 | $6.2K | equivalent |
| Branded impression mat. | Prosth | Mid-tier VPS | $88 | $78 | $3.1K | provider preference |
| Branded bonding agent | Restorative | Hold — clinical call | $64 | — | — | do not switch |
~$28K of the supply opportunity is clinically-equivalent substitution; the rest is price/compliance. The whole $150K reconciles to the Finance supply lever — same dollars, detailed here, not additive.
COST & PLANNING · BUDGET · INPUT LAYER
Budget — set your targets; the dashboard measures against them
How a DSO actually budgets — working days → provider production → revenue → expenses. Set targets per driver; the dashboard measures actual against them. Model a change before you commit → Planning
✦ AI SUMMARY · BUDGET
Budgeting is built bottom-up from drivers, not cost lines. The engine is Provider Production = PPD × AWD (production-per-day × available working days) — PPD is the #1 productivity KPI in dentistry. Net production $14.1M × 95% collections = $13.4M revenue. Against that, expenses run +$500K over budget ($9.89M cost base — payroll +$250K · supply +$150K · lab +$100K). Dr. Reyes (Southlake) is the production watch-item; the rest are at or above benchmark.
1 · Working days — Days of Operation − Holidays − Closures = Available Days
The foundation — no production on a closed day. Derived from the operational calendar (PMS).
Days of operation
250
per location · 2026
− Holidays
6
observed
− Closures
4
planned
= Available days
240
derived
2 · Provider production — PPD × AWD = Net Production
The heart of the budget. PPD (production per day) is the #1 productivity KPI; AWD = available working days. Each provider's PPD carries a benchmark band. PPD is a hybrid driver — past months from PMS, forecast editable.
| Provider | Location | Specialty | PPD | AWD | Net production | vs benchmark |
|---|---|---|---|---|---|---|
| Dr. Priya Mehta | Plano | Prosth / Implant | $13,000 | 200 | $2.60M | Leader |
| Dr. Marcus Chen | Frisco | Endodontics | $11,500 | 185 | $2.13M | Leader |
| Dr. James Whitfield | Plano | General + | $9,500 | 215 | $2.04M | Above |
| Dr. Sarah Okafor | Frisco | General | $8,800 | 215 | $1.89M | Above |
| Dr. David Reyes | Southlake | General | $4,500 | 205 | $0.92M | Below |
| Locum (rotating) | All | General | $8,500 | 160 | $1.36M | At |
| Hygiene team · 12 RDH | All | Hygiene | ~$1,200 | 2,633 | $3.16M | At |
| Group | 3 locations | — | — | — | $14.10M | net production |
Dr. Reyes runs well below the GP benchmark band ($6–9K PPD) — the clearest production lever (also flagged in Clinical as −$28/chair-hr). Specialists Mehta & Chen are the Leaders.
3 · Revenue — Net Production × Collections rate
Net production
$14.1M
PPD × AWD, all providers
× Collections rate
95%
Rate post adjustment
= Revenue
$13.4M
the top line
4 · Expenses — budget vs actual, % of revenue (LTM → Goal)
Editable — type a target and the variance recomputes. Production expenses (lab, supply) scale with revenue; payroll falls out of the roster above. (Demo: saved to this browser only.)
| Cost line | Actual / yr | Budget / yr | Variance | vs Revenue | Status |
|---|---|---|---|---|---|
| Payroll | $5.36M | 40.0% | |||
| Lab | $1.61M | 12.0% | |||
| Supply / vendor | $1.61M | 12.0% | |||
| Occupancy / overhead | $0.80M | 6.0% | |||
| Marketing | $0.27M | 2.0% | |||
| Software & admin | $0.13M | 1.0% | |||
| Insurance & fees | $0.11M | 0.8% | |||
| Total cost | $9.89M | 73.8% |
Target source per KPI: budget if set, else benchmark. This seeds at onboarding — the real product imports it from your accounting/planning system or a one-time setup.
COST & PLANNING · PLANNING · SCENARIO WAR-GAMING
Planning — move the pawns before you commit
Every provider, hire, vendor and campaign is a resource you can move. Toggle a play and watch EBITDA, margin and valuation move — before you commit a dollar. Baseline pulled from your Budget; commit a scenario and it writes back.
✦ AI SUMMARY · PLANNING
This is the war-gaming surface. Pick the plays you're considering for next year — add a specialist, +1 front-office, fix Dr. Reyes, shift the mix, marketing, consolidate vendors — and the model projects next-year EBITDA and enterprise value against this year, with a time-to-effect ramp and a confidence band (these are estimates, not promises — basis shown per play). Set your posture (grow-to-acquire vs optimize-to-sell) and the same plays re-score to what matters for your intent.
I'm planning to:
Your plays
toggle to add to the scenario · effect, ramp and confidence per play
Estimates carry a confidence band and a basis (your own history / cohort / structural). Once you commit a plan, its goals percolate to every pillar and we track predicted vs actual month over month.