Appointing a practice manager for your dental practice

By Marina Williams, featured on Bite Magazine

Knowing when the time is right to appoint a skilled practice manager is one thing. Appointing the right person so the role delivers real return is another.

While technology has simplified many administrative tasks in dental practices, the bigger challenge for owners remains time. Juggling patient care with staff management and business administration can become unsustainable.

For many, the tipping point is realising that growth, culture and efficiency need dedicated leadership. Appointing a practice manager at that stage—with clear KPIs and a defined job description—can relieve pressure on the owner while setting up both the manager and practice for long-term success.

Miranda Grace, CEO of the Australian Association of Practice Management (AAPM), says a practice manager is central to modern dental operations.

“The practice manager is the operational and business leader who ensures the clinical team can focus on patient care,” Grace says. 

“It’s a broad role that really touches every aspect of a clinic, with responsibilities across administration, finance, human resources, compliance and patient experience.”

Louise Howlett, coach and consultant with Prime Practice, says appointing someone to handle practice management duties early on “is advantageous”. The decision, Howlett says, is less about reaching financial milestones than ensuring an owner can balance patient care with running the practice while maintaining wellbeing.

Success can be measured through reduced expenses, staff turnover and absenteeism, cancellations and fail-to-attends; plus, increased profitability, patient retention, treatment plan acceptance, staff engagement and smoother days—clear indicators of return on investment.

Louise Howlett, Coach, Prime Practice

The tipping point, she says, comes when owners realise their time might be better invested elsewhere. “My question would always be: how is any extra time best used by the particular individual? For many business owners, time is better spent building patient relationships, deepening their own clinical and communications skills, mentoring younger dentists and working on the higher-level aspects of the business.”

In many clinics, practice managers ‘bridge the gap’, ensuring business goals are met while dentists focus on patient care. “A good practice manager can positively impact efficiency, culture and patient care, leaving the practitioner to focus on what they are most skilled to do,” Howlett says. 

Grace agrees, noting that the best practice manager is emotionally intelligent and creative in their thinking. “A practice manager should be able to identify potential efficiencies, marketing initiatives and leadership,” she says.

Even small practices can benefit, sometimes more than larger ones, she adds. “Management support can be exceptional, allowing practitioners to focus on patient care.”

At SmileBright Dental, Jesse Davidson became practice manager 18 months ago, after five years in clinical and management roles. He says the job is more than about systems. “My primary focus is supporting and developing the team. When staff are treated with kindness, respect and encouragement, they’re better equipped to support our clinicians and contribute to the overall success of the practice.”

When the practice invested in a CEREC milling machine, Davidson learned the process and trained staff. 

“Delegating advanced responsibilities to well-trained and motivated staff frees up our dentists to focus on patient care and more complex procedures, while staff gain a sense of purpose and fulfilment that lifts performance.”

SmileBright Dental co-owner and business manager Hiromi Yasuda says Davidson’s appointment has been transformative for the practice. 

“Since Jesse took on the role, his leadership has lifted a huge weight from my shoulders,” Yasuda says. 

“Over time he has become a key leader in shaping culture, embedding values, supporting staff and driving problem-solving. The team now looks to him for guidance and accountability.”

What makes a good practice manager? Howlett offers this checklist. “Practice managers should bring a desire to elevate and empower the team, deliver optimal care to patients and act as the champion for the practice goals,” she says. “Success can be measured through reduced expenses, staff turnover and absenteeism, cancellations and fail-to-attends; plus, increased profitability, patient retention, treatment plan acceptance, staff engagement and smoother days — clear indicators of return on investment.”

This doesn’t mean someone new in the job doesn’t require support and training. “Very often practice managers are promoted into the role and believe they should know its many intricacies. They shouldn’t bring this belief to the role,” Howlett adds. “Every practice is different, meaning that anyone who steps into a practice manager role is going to require training and support.”

Grace points to AAPM’s programs as a pathway. “We offer training, member support services, and are the only body to offer the Certified Practice Manager credential,” she says.

For Davidson, success is measured in people as much as profit. “A practice manager should bridge the gap between owners and the staff, by acting as a translator of vision and values into daily operations. Growth and change in our people show the impact a practice manager can have.”

Yasuda puts it more personally. “The positive impact Jesse has brought to our practice is truly immeasurable. His passion and dedication have not only strengthened our operations but have also inspired and positively influenced the entire team.”

For clinics still undecided, Howlett poses a question: “What is the cost of not hiring a practice manager? If we assume a dentist generates around $400–$500 per hour seeing patients, how much revenue is the owner going to lose by instead spending that time on the administrative task of running the business?”

For those who have taken the step, the message is unmistakable: appointing the right practice manager doesn’t just lighten the load; it can underpin stronger performance, clearer culture and a more sustainable future. 

As Hiromi Yasuda says: “Having a practice manager who truly aligns with your values doesn’t just set your practice up for long-term success, it also makes your own work more enjoyable and sustainable.”  

See the original article from Bite Magazine here.

At Prime Practice, we understand the unique and often overwhelming challenges that Practice Managers face. Whether you were thrown into your role without sufficient handover and training or struggling with leadership and efficiency, the Practice Managers Academy is designed to help you overcome these obstacles and excel in your career.