From Clinical Grind To Scalable Growth With Dr. Brad Hughes

In this guest-hosted episode, Austin Moffat sits down with Dr. Brad Hughes, founder of Vision Dental Partners, for a candid conversation about building a group practice the right way. They cover everything from burnout and overhyped DSOs, to why some young dentists are trying to skip the clinical grind and jump straight to the exit. Dr. Brad does not hold back on what it really takes to grow, lead, and stay fulfilled in dentistry today. Whether you are a solo doc or scaling a group, this one is packed with hard truths, real laughs, and practical wisdom you will not hear anywhere else.

Connect with Austin and the team at dsocfo.com
Find Austin on LinkedIn: linkedin.com/in/austin-moffat-88715a59

Learn more about Vision Dental Partners: https://visiondentalpartners.com/
Connect with Brad on LinkedIn: https://www.linkedin.com/in/bdhughesdds/

New episodes every week. Real talk. Practical strategies you can actually use.
Explore more at dentalwealthmultiplier.com

—

Watch the Episode here

Listen to the Podcast here

From Clinical Grind To Scalable Growth With Dr. Brad Hughes

We’ve got a good episode. I am joined by someone whose content I follow very rigorously on LinkedIn, but who has also been a past client of DSO CFO for accounting. We’ll touch on that a little bit, but it is a pleasure to introduce Dr. Brad Hughes. Welcome, Doctor.

I’m looking forward to this, Austin.

Brad, so I can introduce you to those tuning in, we’ve gotten to know each other well over the past couple of years. It’s been a pleasure and an honor, but for those who don’t, Brad is the Founder and CEO of Vision Dental Partners, an emerging dental group with locations spread out throughout the Midwest, Indiana, all the way through South Carolina.

Brad is a third-generation dentist with over seventeen years of experience. He’s not just growing practices, but he’s also growing people. If you follow Brad on LinkedIn, you know that that is very true. Brad’s leadership style, entrepreneurial drive, and commitment to personal and professional growth are shaping what the next generation of group dentistry looks like.

Dr. Brad Hughes Of Vision Dental Partners

Brad, now that we’ve got all the technicalities out of the way, let’s talk a little shop. We’ve known each other for a couple of years. We had the pleasure of working with you, a lot of your team members, your right-hand guys and gals. We won’t get into it because no one else needs to know, but you guys are crushing it from the financial side. You guys are setting the stage. I was hoping you could talk a little bit about that. I have something more important that I want to talk about in some of your LinkedIn posts and comments that I think are super important. Talk to us about Vision Dental Partners. What are you guys doing to shake and move the DSO space?

We’re not doing anything magical that nobody else is doing. I wish I could say I was like Harry Potter, and I wave a wand and everybody is like, “That’s amazing.” The thing that separates us, though, is that everybody is doing the same thing. There’s context and nuance to that, but the thing that separates what we’re doing inside of our company is that we’re passionate about the culture around what we’re doing. That’s a term that gets thrown around a lot.

I run things like a sports organization. We like to go fast, we like to go furious. That’s the relationships we build. We’re not trying to build something where everybody is like, “We’re one big family.” We’re not, but we all we can care about each other and we can all have shared goals and we can keep moving in the same direction.

That has worked out well in this day and age. That’s where candor has left the building to a certain extent. We bring enough of that to have some self-accountability and a lot of self-awareness. Those are the things that we talk about a lot. That’s how we operate. That’s what’s worked for us. We’re at this nine-practice point where we’ve built out a good management support team.

We’re probably a little over supportive right now. We’re ready to take that next step. I didn’t want to do it the other way. I wanted to swell a little bit, and then we can go up, and that’s where we’re at. Do I love that point? I don’t love that point, but it is what it is. It’s time to find some more doctor partners that align with us and want to get in. We’re still at an entry-level position into an emerging group where the long-term benefit could be pretty significant.

Here’s the truth. What I love about you is that you don’t just sit there and preach right from the top as a DSO owner. You are practicing what you’re preaching from a clinical perspective. I won’t go into the details, but your practice was the practice, at least when we were doing your books. You guys were setting the bar. You were setting the tone. You guys were the model for the rest of your practices. For me, that’s so important because we know great people, but they will sit there and preach, “Do this, do that, do that.” You’re saying, “Do this. This is what we did when we did that, and check it out. We know that recipe works.”

It’s so important. I don’t want to get preached at any more than anybody else does. I’ll storytell a little bit. If we go back to 2012, 2013, 2014, that was the point in my original practice that I acquired in ’09. I am itching entrepreneurial side here. I want to go do more and more, and I want to provide more opportunities. I want to grow people and all these things. I was finding out that that was my passion, but I’m committed at that point. I’m like, “I am tripling my practice. I’m going to triple a huge dental group in Leo, Indiana, before I acquire a second practice,” and we did.

That was important because I can look back, and I know there’s nothing that I’m ever going to ask a doctor or a team to do that I haven’t done for years. We replicated that same model in my practice in Okatie, South Carolina. We had a great team, great margins. I’m like, “I have a model that works.” There’s nuance in every practice. Not everything has to be exactly the same, but if we’re going to scale, it needs to be 85% the same. I’ve got a model that works, and I don’t preach it. I’m just like, “Watch what I do, and I will coach you on what I do, and you will elevate.”

First of all, I love that because you’re the model. You’ve been there and done that. It’s like going to the gym and getting taught by a bodybuilder versus some physical training and nutrition classes at the gym. We’ve all been there, unfortunately.

I get preached to, and it’s usually not from people in my company. It’s usually from outside people who are like, “Hughes, you’ve got to do this, and here’s why you need to do that.” I’m like, “Whatever.”

Why Dental Practice Today Is More Challenging

Here’s what I wanted to talk to you about because I’ve been thinking about this. It was on LinkedIn. We’re pretty active on LinkedIn. It’s such a great community of dental professionals and dentists. I’ve been surprised. It’s funny because Elon Musk will dunk on LinkedIn. Maybe for you or maybe for a lot of industries, but for dental, that is the space. I follow you. I see you commented. You responded to someone. It was about the current, the vibe, or the energy of these young dentists coming out of school.

They’re asking, “When can I stop practicing and run a DSO?” Your comment was, “If this is the mindset, then nobody is going to be practicing. There is going to be no dentistry being done.” I’ve been hearing it for a long time. I had a best friend growing up. He owns a practice. He owns two practices in Washington. He hasn’t said that, but he’s been alluding to it. He was in the Navy practicing. Now he’s out as a civilian doing his thing. He has been in for a couple of years and has been thinking about it. I’m like, “Earn your stripes a little bit.” I want to talk about that because that’s a real deal. There’s a lot of validity to that as well.

Maybe it’s saying it’s a bit of a mess. I don’t know if that’s an over-exaggeration, but I don’t think it is. I’ll tell you why. Several years ago, I was in the entrepreneurial space, growing a group. It was wildly different from what it is now. I’m going to sound like the “get off my lawn” guy a little bit, but it’s harder now than it was years ago. I don’t care if you have 9 practices, 1 practice, or 76 practices. The game is harder. Investment companies are looking for better companies to invest in. The game has changed. PE is changing how they approach things, which means a few years from now, it’s going to be even harder.

I’m going to tell the next people coming up behind me who want to put a knife in my back and smoke me and everything I’m doing, it’s going to be even harder. They’re going to have to be that much better. Who’s going to do the dental work? What happened is that there were a lot of people who made some pretty good money years ago, exiting. Those numbers get thrown around. It’s sexy. It’s all those things. You hear these big exit valuations and all this crap.

We all buy into it, whatever. I feel I’m in it because I am obsessed with creating value for my teams, value in my practices, value for the patients, and creating opportunities. I am obsessed with the entrepreneurial side of it. I believe there are a lot of people out there who want to get into it. They were like, “I want to do what you do.” I’m like, “Why?” They’re like, “I don’t want to have to practice after my fifth year out of dental school. I’m going to have associates do it for me.” I’m like, “You need to get your head screwed on straight. You’re going to be messed up real quick. You have no idea what you’re even talking about at this point.”

That’s okay. Ignorance is bliss sometimes, but it is not for the faint of heart. It is not easy. I made way more money and slept way better at night when I had one practice, $3 million-plus. I had sixteen members. Life was easier, but I wasn’t fulfilled. That wasn’t for me. I wanted to keep going and but we need to be careful that the mindset stays the same. We still need providers. You have to.

There’s such an opportunity in the dental space for people to go out there. I don’t care if you want to talk about money. People get weirded out when you talk money, but there’s good money to be made in dentistry if you do the right things consistently, year in, year out. Quit trying to do it in two years and buy a $60,000 Rolex. Do it for a decade and then look up. You can have a phenomenal brand. You’ll be the rock star in your community. You’ll have tripled your practice. Your life will be wildly different, but people don’t have the patience for that.

That’s a good point. Why do you feel that is? Do you feel that stuff is being taught in school? Is that they’re seeing these guys on social media saying, “I don’t take a foot in my practice anymore and I’m making $7 million.” Is that a factor? It has to be a factor, right?

I’m quite positive that it is, but I don’t know what all gets said in the dental schools. I know the companies that go to dental schools and talk, so I know. I also think there’s a lot of information out there about exit valuations. Everybody wants to talk EBITDA now. EBITDA has become the coolest thing. There’s a certain point where I’m pretty sure every dentist is going to start naming their practice EBITDA Dental.

There’s someone that we know and love. They want to get into a practice, but they won’t get into it unless it’s currently doing X amount of EBITDA. Also, who doesn’t want to walk into cashflow? Also, why not get into something and build it yourself? Why not be able to put the blood, sweat, and tears? There’s a lot of pride. I think you’re the same. There are quite a few of us who are out there. I love building stuff. I love building it. It’s your thing, and it’s your baby. At the end of the day, it is a couple of million dollars or a couple of hundred thousand dollars that’s going to mean a lot 10, 15 years down the road. Everyone likes money, but also a sense of pride and joy at the end of it.

Brad’s Most Favorite Practice

My favorite practice, and I’m going to go with favorite, I’ve got some that pull my heartstrings because my last name is on two of them. My favorite practice was a startup that we did in New Haven, Indiana, New Haven Dental Center. It started with zero dollars the day before we opened up to doing $2 million in year three. We have a phenomenal partner, Dr. Blake Weil, who’s a phenomenally like-minded dude who works hard.

I’m so proud of this guy. He doesn’t even understand his ceiling. The dude is a $3 million a year producer minimum, and he’s just starting to realize it. He’s starting to see the light. He’s in his 30s. By the time he gets to 45, you have no idea the potential. My point in that is you talk about building stuff, that is what I’m so obsessed with. Create that opportunity, get like-minded dentists into that situation. In that practice, the sky is the ceiling. I am so proud of that.

We’ve got some other great practices, but that one sticks out so much because it was a lot to unpack to get that thing going. I’m proud of our team. I’m proud of Dr. Weil. I’m obsessed with that, and then replicating that over and over again. Without getting too long-winded, an acquisition that we did, Dr. Stauffer up in Elkhart, Indiana, the first time I ever met that guy, he had tears in his eyes at the end of the conversation. He was like, “That is what I needed to hear. You’re not BS-ing with me, Hughes.”

He was doing $1.35 million. He had no idea what EBITDA even was. I respect that. If you have a $1.8 million or $2 million practice, you need help to get it. He’s going to reap the benefits of that. He’s a partner doctor with us. He’ll reap the benefits of becoming educated on the financial side of things. He didn’t care about EBITDA. He wants to get into the $2 million-plus range in his practice. He’s 55 years old. He wants to have a great last ten years. That’s all we’re looking for. To me, that is what’s fun about dentistry. Let’s go build that out.

Here’s the quote that came into my mind. I don’t know if it was Kobe Bryant or LeBron James or one of them, but it’s fall in love with the process. What’s that process? That’s putting in good clinical time, putting in serious quality of care. It sounds weird to say it, but I’ve heard a couple of stories where my jaw dropped. Just be a normal, nice person to everyone. Everyone is trying hard in the sense of following the process. Those are your team members whom you see more than your spouse.

To your point, if you do that for ten years, awesome. You built something now, awesome. Incredible. Now you can probably go and do that, or bring someone in and coach them. Maybe you can take a day back or slowly step back if that’s what you want, or if you want to go cookie-cutter. To your point, every practice has its own little nuance and everything. That’s it. It’s falling in love with the process.

You’d better love the process. This is something I struggle with. We talked about patience earlier. You have to be patient, and it is a journey. I’ve been in practice for over eighteen years. There are still things clinically I learned, sure. I am a dentist running whatever number we put out as a company every year, but I’m competing every single day on the business side against MBAs.

Competing against dentists, that’s what I know, and I’ve done that for eighteen years. Competing against MBAs because we’re getting into that world now, there are times I get my backside handed to me, so I’ve got to keep getting better and better at this game because I’m tired of getting punched in the face by some of these MBAs. I’m playing offense. I’m in that game now. I’m saying I’ve got to learn that space. I haven’t been in that space for many years. It’s a learning process every single day and every single week. It’s a whole different ball game, but I’ve got to get better.

How Young Dentists Should Scale Their Practice

Going back to this initial pivot, what would you say right now? You’ve got a couple of doctors, they’re coming out of school, or maybe they’re year 2, 3, or 4 out of school, and they’re practicing. I will say a common thing that we’ve seen in a couple of practices, we have a little bit older doctors. They want to have some of these younger doctors buy in a little bit. They start to step back. That’s the name of the game. That’s how that goes, not just in dental, but in all businesses. For some of them, that was the dream, but maybe they’re seeing some of the dollars. They’re saying that in running a business, maybe not all of that is what it’s cracked up to be, or it’s a lot different.

What would you say to some of them? Eventually, they’re most likely going to be practice owners at some point. That’s the way that the industry is. What would you say to some of these where they’re itching? They’re pivoting to that point in their young career. Maybe they had that mindset like, “I can’t wait to step out and not put my hand in anyone’s mouth ever again?”

This is what I tell every single young dentist that I talk to. You need to stack cash. Number one, you need to live cheaply, and you need to stack some cash. That goes for any dentist. I don’t care if you’re out of school or four years out of school. You need to focus on cashflow into your own bank account. From a personal perspective, you need to get some cash moving in your life. It’s important because cash gives you options.

Number two, what are you passionate about? If you’re not passionate about running a business, because it is harder than it was 10 or 12 years ago, the margins aren’t quite the same. Staff salaries have significantly gone up. It’s harder to create a good margin now. If you’re not pretty passionate about recruiting on Saturdays, returning emails at 8:00 at night, dealing with HR issues on a Friday afternoon at 2:00, working on your handbook on Sunday afternoons, all of those things, maybe that’s not for you.

You’ve got to get dialed into what it is that you’re passionate about. Maybe you want to do 16 root canals in a week and do 25 crown preps, and take out 16 teeth. If that’s your obsession, you should go do that and do a ton of it. Maybe the other side is not for you, and vice versa. Some people don’t want to do the clinical side. If they don’t, then don’t go down this road. Don’t force both sides because you think you have to, because that’s what’s always been done.

You’re spot on. Don’t force yourself. There are a lot of pathways to take in the dental space. Maybe there’s consulting if you feel that’s the path for you and you’ve got that experience under your belt. Maybe you could go to town on some of these pieces of equipment that did wonders for you, that maybe you have other doctors that don’t know the value or the benefit of something. Maybe there’s something that you feel is missing. You feel that there’s some opportunity.

There are so many directions to take, to your point. Here’s the thing. At the end of the day, if you’re not doing what you love, it’s going to blow. You’re not going to enjoy your personal life, those that you love right around you. You’re not going to be as awesome. Everyone is going to feel it. I think the dental industry is an incredible space to be in for one reason or another. I’ll tell you, my background wasn’t in dental, but here I am. I had a lot of friends and family who are in it who said, “I’m in accounting, I’m going to stay right in accounting.”

I’m like, “There’s a massive opportunity. There are a lot of doctors right now whose practice management system is saying that their collections are X for the day, but are they actually getting that? Is that happening, yes or no? I’ll tell you, doctors wake up at 11:00 or 1:00 in the morning or whatever and say, “Did I get paid that? I’m being told that.” Is there a solution for that? 1,000%. Anyways, we’re going down a rabbit hole. Go ahead.

It’s so good because there are so many practice owners who have no idea. You know this way better than I do. They have no idea. Half of them don’t even get a P&L, and the other half don’t understand it. That’s the whole thing. I sell T-shirts and hats that say “Burnout” because that’s all everybody talks about now.

I’m like, “If dentistry is so great, why is everybody so burned out?” That’s a whole other story. I don’t think they love doing all the stuff. I don’t think most dentists love trying to operate a practice, trying to recruit, trying to retain, trying to figure out what the P&L says, trying to deal with the bank, trying to pay off loans, and trying to have a family. By the way, they got to do clinical work. It’s a lot.

“By the way, you have to manage a team. By the way, you have to be an HR manager. By the way, you have to be aware of what an appropriate raise amount is for someone’s salary.” It doesn’t stop.

It doesn’t stop. I’m not saying that dentistry is that wildly different than when my dad was dominating in 1992, but it is different. The culture around it is different. There’s a lot that’s different. It’s different from when I started many years ago. COVID changed a lot of things. You’ve got to do what you love, or you will burn out on it. If you want to do it at a high level, you’re going to have to do more than 99% of everybody else.

If you don’t love that journey, you’re going to hit this point, where you’re like, “I’m burned out.” It has nothing to do with the hours you’re putting in. It has to do with the fact that your heart is not fulfilled, and now you’re burned out. People need to look at it. Not everybody needs to own a practice, but a lot of people do. Be honest about it, and it’s okay one way or the other. It’s honestly okay.

I would say this has been a trend that we’ve been noticing. For those of you who don’t know, I’m personally seeing 217 dental practice financial statements every single month. It’s cool because we get to see the good, bad, and the ugly across the country, in different sizes, single practices, and multi. It’s a pretty unique position, which is rad. That being said, we get to hear a lot of stories too. There’s a trend. I think it’s COVID, frankly. A lot of these doctors who are also the practice owner, but also producing, contrary to what we’ve been talking about, they’re a little bit older. They love dentistry. They love dental.

They love doing the clinical, they love the interactions with the patients. They love getting to know their patients. They start developing relationships. That’s massive value to them. It’s that aspect of the work. That’s why they got into it in the first place, for the most part. That’s what they thought they were getting into, also. You’ve got Adam, your office manager, or Susie, whoever, who is saying, “I’ve been here for about two years, I’ve never gotten a raise. I’m upset. I’m your number one employee, and I want to get a $10,000, $12,000 raise.”

You’re like, “Is that appropriate?” I don’t even know. “If you don’t do this, I’ve been talking to a dental competitor across the street, and they said that they would pay me X.” Now it’s like, “Let me stop working on this.” It’s like a fire drill. Time and time again, bonuses. “So and so isn’t coming in. We need to drop everything we’re doing and see if we can call cloud dentistry or whoever to come in and bring in a temp.” There’s drama. The trend has been that these doctors want to sell their practice, but keep working in it. “Take the business stuff off of me, please. Please take it off.”

Kudos to them for being upfront and honest about that. Our most recent two acquisitions, very similar, young 50s, I guess Dr. Stauffer was maybe mid-50s, but he looks like he’s 48. It’s exactly that. They want to work ten more years.

It’s emotionally draining. It’s insane.

Finding The Right Team To Work With

You hit a point where you’re trying to grow, but they’re trying to hold onto a team at that point, let alone grow. That operational support from us makes all the difference in the world. That’s huge. Now they can do what they want to do, and they can still be involved in the operations, but it doesn’t have to be everything. They can go be a leader in the practice, which they need to be, without their heads spinning around 100 times every single day. I say kudos to those docs. When you can find a group that you align with, it’s magic. It just clicks, it works, and things grow. It is such an amazing situation for everybody.

The other factor is that it’s a win-win if you’re honest about that. If you’re honest about that, you have a self-inventory check, and you don’t have an ego about it, too. That’s a big one. If you’re like, “I think this is the right call. I think I’d be happier as a person.” If people look down, who knows? The flip side is that practice owners are probably taking a salary and are not taking the percentage of what they’re producing. They’re probably getting underpaid.

If you get it to the point where you find a great group or whoever comes in, as the doctor, you’re taking that stress. You have a self-inventory. You probably are going to have a happier professional life, and also a happier personal life. You probably start getting paid what you’re supposed to be getting paid with less stress.

Everything is super situational, but it’s a win-win for most people. By the way, those are the two practices that you recently picked up. That’s a slam dunk for a DSO. Slam dunk that you’ve got the guy that’s there, they know the practice, they don’t want to go anywhere, they want to dial it back on the leadership and the business decision making. If I’m Dr. Hughes, I’m saying, “Where do I sign for this? This is the deal. This is it.”

It’s the name of the game. The key to that is that they align with our core values as a company. We’ve talked about some practices that I acquired in Atlanta, Georgia, in 2022. My partner doctor there did not. That deal wasn’t for me. I got out of it. We could have kept growing it. I could have turned it financially positive, but at a certain point, you’ve got to choose people and culture over money. I got out of that because that was the opposite. That didn’t work for us, for my group. They could be wildly amazing for another group that fits that culture, but for us, it wasn’t the right fit. That’s okay.

That’s why my one piece of advice for dentists who are outselling, do it 5 to 10 years before you want to be completely done, so that you can maximize your equity value. Roll over some equity and all these things, but two, it’s not about top dollar. It’s about alignment because if you want to double your practice in ten years, you’d better align with who you’re partnering with. When you do, it can go pretty quickly.

You enjoy things better. It starts at that foundation. “What is it that I want?” I will say this. I’ll never forget that conversation with you, by the way. I think you were getting your truck. I think you’re at the car dealership or the tire shop or whatever. I remember that, and you were the one who came and said, “I think it’s time.” I swear to you, I’m not blowing wind. I’ve been very impressed with you, not from that moment, but largely in part because of that moment.

It’s an ego thing. We talked about ego not too long ago, but it is real. We all know that it’s real. It’s awesome to say, “I own X amount of practices.” That’s cool for you, I guess. If that’s what you’re into, that’s cool. You even made a comment like, “This sucks.” It does. It is an ego hit, but it’s the right thing for me. It’s the right thing for my group as a whole in the long term. It’s not fair to the practices and the employees that are in there if I can’t give them this.

I’m not making this up. You’re the first one who has been like, “It sucks, but yes, this is what we have to do.” You made the comment, you took it right out of my mouth at the beginning of this, where I’m like, “I don’t know, but it sounds awesome.” Let’s say you have 10 locations, and 3 of those practices are dog practices, or maybe they’re not dogs. You just can’t give them what they need in order to hit their potential.

They’re probably a cash flow burden. They’re stressful. You have to borrow from your successful practices to inject cash into those to keep them going. Wouldn’t you rather sell those to the appropriate group or doctor, whoever? Have fewer practices, less overhead, less liability. It’s going to be probably less gross revenue, but more cash flow. Wouldn’t you rather sleep better at night? You have better mental clarity. Sign me up for that because I am interested in that. Less stress, more cash. It’s interesting because ego will win a lot of the time, unfortunately.

I want to win more than anybody. It’s the nature of my beast. Nobody is going to outwork me. I want to win. However, there are times along the journey when you have to take a “No,” and you have to learn from it. I think it made me better. I know it made our company better. I know it made my management team better. We got so resolute about so many things that moving forward, we’re so much more intentional about now than we were then, and that will benefit us now for the next decade.

It’s not fair to put a square peg in a circular hole. When I sit down with doctors now who want to partner with us, it’s like, “If you’re good with candor and you want to grow and you have a growth mindset and you want to be accountable and self-aware and all of these things, and you want to take your practice from $1.3 million to $1.9 million, or you want to go from $1.7 million to $3 million, we can do it.” That doesn’t mean that you’re done at 3:30 every day and get to go play golf. We’re working days. When you’re there, we’re going to work, but you need to go do your things to reset and have fun and live life and all the things. Let’s go do this together.

We could keep talking forever, honestly. You made it a little dangerous by mentioning golf. I’ll stop because that’s an easy rabbit hole for me there. Brad, you’re a G man. You’re good. I’ve known you for a while. It’s been a pleasure. For transparency, Dr. Hughes’s company, Vision Dental Partners, outgrew us, which is awesome. I felt honored to be a stepping stone for you guys.

Get In Touch With Dr. Brad

I think you guys are crushing it. I think you are doing some good things for a lot of people in the industry. I think you are someone to pay attention to because you’re authentic. You’re real. You don’t care if you sound like an idiot. You give it how it is from your experiences. It so happens your experiences are good ones and profitable ones. That’s unique. It’s been a pleasure. What is the best way to get ahold of you for those wanting to connect with Dr. Hughes?

Let me follow up on that. If we’re in Congress, I get my twenty seconds here. Everything that you guys did, and this is not plugging DSO CFO, but you, Austin, and your team are top-notch. I’m grateful for everything, working with you guys and everything that you guys have done for us over the years, and having a friendship with you. Ultimately, this is what it’s all about. Get in contact with me on LinkedIn. Look me up on TikTok, Dr. Brad Hughes. You can email me. BDHughesDDS@Gmail.com. Hit me up. I love talking shop, golf, basketball, or whatever you’ve got.

Dr. Hughes, thank you for your time. I appreciate you. All right, thanks, everyone. We’ll catch you on the next episode.

Important Links

• Vision Dental Partners
• Dr. Brad Hughes on LinkedIn
• Dr. Brad Hughes on TikTok
• Dr. Brad Hughes Email
• DSO CFO
• Austin Moffat on LinkedIn

About Brad Hughes

Brad is the Founder and CEO of Vision Dental Partners, an emerging dental group with 9 locations across Indiana and South Carolina.

Brad’s a third-generation dentist with over 17 years of experience, he’s not just growing practices, he’s growing people. Brad’s leadership style, entrepreneurial drive, and commitment to personal and professional growth are shaping what the next generation of group dentistry looks like.