Joel Gaslin

Is your next board meeting approaching? Drive commercial strategy with actionable, board-ready data in just 90 days. Map critical patient journey gaps, track root causes of discontinuation, and pilot early interventions—no new vendors, no 18-month projects. Discover how focused insights on coverage, access, and financial trends can turn unexplained attrition into measurable results. Check out our new article to show you how. Link below. Ready to shift from reports to results? #PatientEngagement #CommercialStrategy #90/10

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Entering the U.S. isn’t about tech — it’s a full business rethink. You need real-time insights to make bold moves. Quality data powers customer understanding. Embed transparency and ethics to earn trust. Transformation is a mindset: adapt, evolve, and win with data. #LongTermCare #IPC #Data

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I've said this many times during conference calls recently: "Just like you can't out-exercise a bad diet, you can't outsell an unhappy customer base". Marketing is typically closely aligned with sales when, in reality, the group it should be most closely aligned with is customer success. Customer insights is the lens through which you should view your TAM/SAM. #customerretention #customersuccess #customerexperience #customersatisfaction #marketing #growth #sales #leadership #strategy https://lnkd.in/g7b4wkkp

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Dentists feel the pressure from local competitors more than in most industries. Search continues to play a larger role every year, and AI tools are suddenly part of how patients look for providers in their local market as well. My new guide walks through the pieces that matter most for visibility and patient trust. You don't want to get left out on LLMs when potential patients are doing their research. Link in the comments for algorithm alignment. #DentalSEO #DentistMarketing #LocalSEO #AEO #GEO #AI

Healthcare CFOs in 2025 are grappling with **business conditions**, **evolving consumer needs**, and **growth pressures** as top priorities. External factors like economic volatility, supply chain disruptions, and regulatory changes—such as tariffs, Medicaid reform, and drug pricing policies—are driving their agendas. Strategic alliances, value-based contracting, and M&A continue to be explored for financial resilience amid an increasingly uncertain landscape. Source: https://lnkd.in/eYFFXdyD

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This past weekend, we had a very successful Spine: Base to Summit meeting in Vail. Packed room. Smart surgeons. Engaged, practical questions throughout. The takeaway was clear: traditional compensation and leadership structures need to evolve toward today’s reality. Production-only pay, founder-centric governance, and informal succession planning are colliding with reimbursement pressure, founder transitions, and increased investor scrutiny. As a result, spine programs are now valued on durability and alignment...not individual heroics. What we’re seeing replace the old model: - Hybrid compensation structures (base + wRVU floors, quality and efficiency modifiers, and structured participation in ancillaries) - Long-term incentives tied to enterprise performance, including phantom equity, profit units, and EBITDA-based earn-outs - Career-stage alignment that supports senior surgeon monetization, mid-career leadership upside, and early-career stability and mentorship Leadership is evolving as well. Titles based on tenure are giving way to clearly defined roles with real accountability—clinical leaders focused on outcomes, operational leaders driving throughput and ancillaries, and strategic leaders preparing for long-term partnerships. One point came through loud and clear: Unplanned succession destroys enterprise value. Future-ready programs are building named successors, multi-year leadership overlap, step-down compensation, and governance structures that outlast any one surgeon. Thank you to our course chairs and program directors for leading such a strong program: Gregory Mundis Jr, MD Luis Tumialan, MD Brandon Carlson, MD, MPH Hani Malone, M.D. and thanks to Jeremy Longhurst, President at BroadWater, LLC, and the #BroadWater team for putting on this fantastic program! Follow VectorMedicalGroup | Navigating the Future of #Healthcare Together

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The "Paper Cut" Death of DME: Why Manual Work is Your Biggest Liability The Durable Medical Equipment (DME) industry is operating on 20th-century workflows while facing 21st-century margin pressure. If your staff is still manually entering HCPCS codes, chasing paper CMNs, or "waiting and seeing" on prior auths, you aren’t just behind—you are hemorrhaging cash. At Anviam Healthcare, we see it every day: manual work isn't just "slow." It’s a silent killer of your EBITDA. The Brutal Math of Manual Inefficiency Let’s look at the numbers that should keep every DME CEO up at night: The 30% Leak: Manual entry leads to an average 30% error rate in initial claim submissions. Every human touchpoint increases the chance of a "missing signature" or "wrong modifier" denial. The DSO Nightmare: Manual providers often see a Days Sales Outstanding (DSO) of 60–90 days. With Anviam’s AI-driven RCM, our partners are slashing that to under 20 days. The Hidden Salary Tax: Your billing team spends 60% of their time on status checks and data entry—tasks that generate $0 in value. You’re paying "Specialist" salaries for "Bot" labor. The Reality Check: You Can't "Hire" Your Way Out Most DME owners try to fix backlogs by hiring more billers. This is a fatal mistake. You are simply adding more human error to a broken system. Automation is no longer a luxury; it’s the only way to remain solvent. How Anviam Healthcare Flips the Script: AI-Powered Claim Scrubbing: We predict denials before submission, leading to a 98% Clean Claim Rate. Automated Eligibility & Auth: Moving from 5 days of waiting to real-time verification. Revenue Growth: Our automated workflows deliver an average 30% increase in collected revenue by eliminating leakage points. The Bottom Line Every manual click is a cent stolen from your pocket. In 2026, the winners in DME won't be those with the biggest teams, but those with the smartest tech stacks. Stop treating your billing department like a data entry farm. Automate the mundane, and let your people focus on the patient. #AnviamHealthcare #DME #HME #RevenueCycle #HealthcareAutomation #MedicalBilling #HealthTech

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Did you know that the active wound care market is projected to reach over $16 billion by 2025? 📈 That's more than just a statistic; it signifies a vital shift in how we approach wound management. In my experience, the evolution of wound care is not just about the products—it's about the benefits they bring to patients and healthcare providers alike. Advanced therapies like bioengineering and negative pressure wound therapy are not just innovations; they significantly improve healing time and reduce the risk of complications. This means patients recover faster, and providers can allocate resources more effectively. 🌟 Here are a few key trends to consider: - Increased focus on personalized wound care solutions - Integration of technology for better tracking and outcomes - Emphasis on education and training for healthcare staff As this market expands, how are you preparing to leverage these innovations in your practice or business? Let's discuss! 💬 #WoundCare #HealthcareInnovation #PatientCare #MarketTrends

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MSPB is the single most impactful quality measure hospitals should focus on in 2026. I just recorded a quick video breaking down why Medicare Spending Per Beneficiary deserves your attention now. The basics: MSPB is an observed-to-expected ratio measuring total Medicare spending during an episode of care. The strategic reality: It's the single largest measure in HVBP at 25% of your total performance score. What makes MSPB powerful is the organizational alignment it creates: 💰 Finance & CDI teams: MS-DRG risk adjustment sets your expected spend baseline, creating strong incentive to ensure patients are in the right DRG 📊 Quality teams: Performance connects to your overall hospital value based purchasing results and other star measures 🔄 Care coordination: Post-acute management and readmission prevention both move the needle 🏥 ACO leadership: HCC documentation strategies align with RAF optimization This isn't just another quality metric to track. It's a cross-functional opportunity that connects clinical outcomes with financial performance. What's your biggest challenge with MSPB performance? I'd be interested to hear what your health system is navigating.

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🚨 The #1 reason dental practice transitions fall apart? Poor due diligence—and even worse communication. This morning’s MAR #2 Newsletter pulls back the curtain on what really happens behind the scenes during a transition: ⚠️ What buyers uncover after the LOI that can change everything ⚠️ Why delays and missing information raise red flags fast ⚠️ How sellers can protect their deal (and valuation) with transparency If you're even thinking about buying or selling, this is the insight most dentists don’t get—until it’s too late. 🔥 Don’t be that deal. 👉 Get the full breakdown & connect here: https://lnkd.in/ewW8zYcN #ddsmatchnyandwesternpa #dentalpracticeforsale #transparencyinpracticetransitions #ddsmatch #leaderindentalpracticetransitons

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Creating value is one thing. Creating visibility around that value is another. Last week, we released the latest episode of Broken Benefits where Jason Dinerman shared practical strategies for ensuring benefits initiatives are aligned, measurable, and positioned as business drivers — not overhead. Watch or listen today! Watch on YouTube or listen on your favorite podcasting platform: https://lnkd.in/ghmRcrVb #HRProfessionals #TotalRewardsStrategy #OrganizationalStrategy #HealthcareInnovation #BrokenBenefits

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“Forget the outdated notion that leadership requires a title.” Lisa Hardill, Clinical Development Manager at Dentalcorp, shares why it’s time to recognize the dental hygiene leaders in your practice. From mentoring new hires to keeping patient care seamless, their influence is leadership in action. Read her full article: https://ow.ly/MbYo50WRxG4 #DentalHygiene #WomeninDSO

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The biggest barrier to scaling a practice is often the "mental tax" of managing new services. In my conversation with Dr. Jeff Hockings of Diabetes Reversal Group (DRG), we highlighted a key design feature of their licensee program: the removal of friction. They intentionally engineered this to have almost zero "moving pieces" for the practitioner. You don't need to think about it every day. You don't need to oversee a complex internal workflow. It is a true plug-and-play service that allows you to provide a world-class, patented solution to your patients while keeping your focus exactly where it belongs—on your clinical care. More value for the patient, almost no additional work for the doctor. That’s how you scale impact. Get the details on the program: https://lnkd.in/eCfQZ8ft

The $121,000 Problem Hiding in Your Dental Practice Schedule I just read Brooke Ackerman's excellent breakdown in RDH Magazine about the "The Hygiene Backlog," and it highlighted a massive revenue leak most practices ignore. Here's the math that Brooke highlighted: - Average hygiene visit generates = ~$550 ($180 in dental hygiene and $370 in doctor treatment) - One empty hour per day = 220 hours/year lost - At $550/visit average = $121,000 in lost production PER. YEAR. PER. CHAIR. But here is the "Second-Level" insight that hit me while reading: The hygiene backlog isn't just an operations problem. It’s a marketing failure. Most practices fight this on two fronts and lose both: Front #1: The "Wait & See" Acquisition Strategy: Post-COVID, patient behavior shifted. People delay care. If you are just waiting for the phone to ring, that $121k leak keeps dripping. Front #2: The Manual Reactivation Trap: We expect an overwhelmed front desk to manually call 500 lapsed patients. Reality: They make 10 calls/day. Result: A 90% failure rate. The Solution? Treat Hygiene Recare like Marketing, not Admin. The top 1% of practices (like Heartland Dental and Aspen Dental) we analyze don’t rely on sticky notes. They build "Reactivation Engines": Automated Recall: 30 Days Overdue: Friendly SMS. 60 Days Overdue: "We miss you" Email. 90 Days Overdue: An offer they can't refuse. Result: Conversion jumps from 8% (manual) → 23% (automated). Targeted "Chair Filler" Campaigns: Running ads specifically for "Same-Week Hygiene Slots" within a 3-mile radius. Result: Filling 40% of empty capacity in 90 days. The Universal Truth (USA or India): Your patient isn't thinking, "I should call my dentist." They are scrolling Instagram at 11 PM. If you aren't there with a "Click to Book" button in that moment, you lose them to the practice down the street that is. Brooke’s article nailed the operational workflow required to handle capacity. But I’d add this: You can optimize operations all you want, but if the chairs are empty, you’ve just optimized a liability. Question for Dental Pros: What is the biggest bottleneck in your hygiene department right now? A) Demand: Patients aren't booking. B) No-Shows: They book but ghost you. C) Capacity: Staff doesn't have time to call the backlog. D) Something else (Let us know in the comments) Curious to hear what’s happening in the trenches. Credit to Brooke Ackerman and Advanced Practice Management for sparking this thinking with their insights on the hygiene backlog challenge. Link to full article in comments 👇 #dentalpracticemanagement #dentalmarketing #patientacquisition #dentalhygiene #practicegrowth

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Misalignment between team members doesn't just cost dental practices hundreds of thousands in revenue, but it also prevents patients from getting the comprehensive care they deserve. That's why Productive Dentist Academy launched the Clinical Calibration Institute, a new online platform designed to align the entire dental team diagnostically, so patients say yes, and practices can purposefully grow. Go here to learn more: https://lnkd.in/gpfXwqvy #ClinicalCalibration #ProductiveDentistAcademy #ProductiveDentist #DentalLeadership #DentalTeams #DentalTeamDevelopment

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💡 Would love to hear your thoughts! 💡   @Business Analyst Social Networking @Business Analyst & Consultants Group @Business/Data Analyst Professional Group @Business Analyst Training @Data Scientist & Analyst @Business Analyst Group (L&D) @Aspiring Business Analyst @Business: Startups, Entrepreneurs, Development, Intelligence, Analytics, Data, Opportunities & Sales @The Global Business Development Network @Business Development Connect @Strategic Planning and Business Development @Sales & Marketing @Entrepreneurship @Solopreneurs @Branding @Start-Up @Women Owned Businesses @Women’s Networking Groups @Small Business Owners @Small Business   #SmallBusiness #Entrepreneurship @Soloprenuer #Sales #Marketing #Branding #CreativeServices #BusinessMentoring #BusinessCoaching #MarketResearch #CompetitiveAnalysis #BusinessOperations #AdministrativeServices #BusinessPlan #Fianancials #Budgets #RevenueOptimization #BusinessAnalystSocialNetworking #BusinessAnalyst&ConsultantsGroup #Business/Data Analyst Professional Group #Data Scientist & Analyst #Business Analyst Group (L&D)

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Most due diligence on a dental group acquisition is financial. Revenue, EBITDA, payer mix, lease terms, provider contracts, and the numbers generally tell you whether the practice is profitable and whether the deal makes sense on paper. But what almost nobody audits is how much revenue is sitting uncaptured inside the operations you're about to acquire, and that gap is where the real economics of the deal get shaped without anyone at the table realizing it. That operational layer lives inside the PMS at the patient level, and pulling it out requires a specific kind of analysis that most diligence teams aren't built to do. It's the difference between knowing a practice produces $X in revenue and knowing that $X is actually $200K to $300K lower than what the same patient base should be producing under standardized systems. One of those numbers tells you what the practice is, but the other tells you what it could be, and which one you're basing your offer on changes everything about the economics of the deal. If there's $300K in annual revenue sitting recoverable inside the operations and you don't know about it going in, you paid a price based on earnings that were $300K lower than what the practice is actually capable of producing. At a 6x multiple you effectively overpaid by $1.8M for upside you didn't know existed. If you do know about it going in, you can either negotiate the price down because the seller never captured it or you close knowing you have a revenue acceleration plan ready for day one that wasn't priced into the deal. Either way, you're in a completely different position than the buyer who only looked at the financials. The groups and funds that acquire most successfully aren't just running better financial diligence, they're the ones who understand exactly what the operational picture looks like at the patient level before they close and have a specific plan for what to do with it the day the keys change hands. That's the difference between acquiring a practice and hoping the numbers improve versus knowing exactly where the improvement is going to come from and how fast. We run the same operational audit for acquirers that we run for practice owners. Same analysis across every location, same revenue quantification down to the patient level, same breakdown by category and site. The difference is how you use it. For a seller it's about capturing revenue before going to market, whereas for a buyer it's about knowing exactly what you're acquiring and whether the operational reality matches what the financials suggest. Against a multi-million dollar acquisition it's not an expense, it's the cheapest insurance you can buy on a deal that size.

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