The Legal Gut Check Every Dentist Needs With Matt Stevens Part 1

Jonathan Moffat sits down with Matt Stevens of Provider Legal to unpack how dentists must do a legal gut check. Matt explored the blind spots that quietly cost them time, money, and control. They also talk through the real-world risks behind lease renewals, employee agreements, and non-competes and how to structure things so you are protected, organized, and confident moving forward. Whether you are starting out or scaling up, Matt offers a clear lens on what actually matters and how to stay ahead of legal issues before they escalate.

Find Jonathan at jonathanmoffat.com

Learn more about Provider Legal at providerlegal.com

Connect with Matt Stevens on LinkedIn: https://www.linkedin.com/in/matthew-stevens-19a5258/

Find Jonathan on LinkedIn: linkedin.com/in/jonathanmoffat1

This show is about more than just growing a practice, it’s about protecting what you’re building. Follow along at dentalwealthmultiplier.com

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The Legal Gut Check Every Dentist Needs With Matt Stevens Part 1

Welcome to another episode of Dental Wealth Multiplier. I have with me a special guest, Matt Stevens. Matt, thanks for being here.

My pleasure. Thanks for having me.

Matt is the founder of the Provider Legal law firm. They focus on protecting dentists and healthcare providers. He started his career as in-house counsel for a specialty dental group, facing a major fraud investigation, and later held legal roles across multi-clinic healthcare organizations. After seeing how often providers were left unprotected, Matt launched Provider Legal to give doctors the legal support they need to grow their practices, protect their autonomy, and make smart business decisions in a changing industry. Did I leave anything out there that’s pretty important, Matt?

That’s the big stuff for me. I like the in-house counsel role. I think it’s practical. The type of advice I give is very practical anyway. Working with business owners is fun. I like the small to mid-market. When you get something that’s Fortune 500 or something that gets to nine-plus figures of revenue, it’s bureaucratic. I have so little patience for that. I like the rubber hitting the road. I’m like, “What’s the practical advice? How do we move something forward?” I love that part of being in-house counsel. I’m going to give you the advice that de-stresses you. That’s the best job in the world.

Did you say you could talk to an attorney and be de-stressed?

It’s shocking. I do pay extra for that. I do send a Venmo request with a tip. “Are you less stressed? I would love 20% please.”

No one is going to be surprised by that.

It’s the one business model that I’m finally in front of. I like that. I like to get to de-stress somebody, give them a simple strategy, and help mitigate the risk. I like that part of the market a lot. It fits in well with dentistry because so many people are in that small to getting to large state.

How To Prepare For Starting Your First Practice

I feel like this is the part of every business that a lot of people are like, “It’s necessary, but it’s not necessarily fun.” It’s necessary, especially today. I know I’d be preaching to the choir, but I can’t tell you that there’s not a week that goes by where I’m not on the phone with a doctor who, if they had just set up the correct agreements, contracts, and structure at the beginning, would not be in the situation that they’re in currently. Let’s maybe start there. What do you see from your perspective as a doctor who is just getting started? Maybe they’re buying or starting their first practice. What are you advising them? What do they need to be aware of from your perspective?

There are three things that I’d probably say, especially in this stage where you’re saying, “I’m no longer an associate. I’ve got an office. What do I do now?” The three things I would do are, one, get generally familiar with employment laws in your state. You’re running an operation. You’re running a business. Employment law is relatively straightforward on the stuff that matters to you. It’s the wage and hour stuff. It’s the leave stuff.

How do you get payroll set up? They are these very basic things. Get your sexual harassment training, stuff like that. That’s a nice introduction to, “I’m not an associate anymore. I’m a business owner. I’m responsible for those people.” Plus, it’s the knucklehead stuff like that that ends up being a real pain six or nine months down the road when you realize, “I didn’t realize that this lunchtime rule existed. Now, it’s an $8,000 check. That’s expensive.” First off, that’s cheap as far as legal lessons go.

I want you to avoid that. I start with employment law. I always think that’s an easy and great place to start. Honestly, the second piece of this is where your contracts are and getting organized. So many small businesses, when they start, focus on getting the revenue as quickly as possible and getting them operational. That’s the most important thing. If you don’t have the revenue, nothing else matters.

It doesn’t matter where your contracts are because you don’t have the money to pay them anyway. What’s the point? If you can, make a folder for yourself where you organize and have all of your agreements in one spot, where you have some level of organization. By the time you do get big enough to meet somebody day in and day out as an attorney, that will make your job ten times easier. Plus, so many legal disputes as people start out from confusion, meaning I don’t know where something is, I didn’t do something, or I missed something.

Getting a file folder organized that’s kept pretty religiously would be incredibly important and helpful. I would say we can talk about structure and how to set up the business. Start talking to an attorney, and get it set up. That’s relatively simple and straightforward. It’s getting the initial agreements. The EHR will often give you your privacy practice policy or financial policy. That’s one of those areas that I feel like lawyers and everyone get caught up in.

For your first office, you need a professional entity. If there is one within your state, you need to be listed as the owner. The rest of it’s practical. Once you get to 2, 3, 4, or 5 locations, more complicated structures may serve you, but don’t get stressed out over the structure of it early on, because you need to transition to a professional and a business owner. That’s why I like doing the employment law and keeping things organized at the outset. That will solve more headaches and issues that you’re going to come up with than focusing on that initial structure.

You mentioned keeping that folder and keeping it organized. How often should they be in there reviewing those documents to make sure they’re up to date? What would you say?

Truly, what they should be doing is throwing it in there. I don’t care what organization or looking at a lot. All I want for the initial portion is so you don’t miss anything, meaning your renewal periods for your leases, your equipment leases, and your payments. Throw them your calendar. Look at it. When do you have to give the notice? Throw it in your calendar. “I must email them by this week.” Don’t miss any contracts. We started a system at our law firm where we do all the contract management for our clients, because we didn’t want this issue to go up.

It’s not that they have to go in and revisit the folder every time. Do it once a quarter. At most, twice a year. Know where it is at all times. Think of it as a nest egg or something. You don’t need to mess with it or do a lot with it, but you do need to know where it is. Anytime something new happens, what I care about more than reviewing it is, do you have a procedure that it goes somewhere and does something? Do you have a new contract? Does the person who gets the DocuSign sign it? Do they know where to put it, and does it go somewhere? That’s the biggest thing. It’s practically getting it to that spot and reminding yourself of the due dates. Once a quarter or twice a year, you should be.

Every Agreement Your Practice Needs

A lot of that stuff now is what’s so nice, you can automate it. You can set that up and automate it. “Here’s a DocuSign.” They signed it. It goes into this file. You can automate a lot of stuff. Matt, let’s do this because in case there’s someone tuning in. You’re getting ready to start your first practice. They’re sitting here wondering, “What are these agreements?” I know you named a couple. You named financial arrangements and employment contracts. You’re going to need employment contracts for all your employees. Make sure those are state-compliant.

Let’s put them into general categories. You got your patient-facing documents, which are going to be the financial practices policy, your consent form, and anything else that you want the patient to go ahead and see. That’s its suite. The second piece is going to be everything employment. That’s going to be the biggest bulk of it. That’s going to include, more than anything, three things. Those are the handbook, which is the main central document that all of you should be using. ADP gives a decent one. I like to keep mine between 20 and 50 pages. I like a short handbook that’s used a lot as opposed to a 180-page thing. It’s like reading numbers in the New Testament. It’s there, but I don’t think anyone has read it. I like that piece of it.

There is the contract for your key employees. I do offer letters for hourly employees. I like to keep it very simple because wage and hour rules are going to apply and define a lot of your relationship with them anyway. When I say key people, I mean your other associates. I mean your hygienists. When you get to it, you’re going to have this critical person, this office manager, as you transition from 1 to 3. I don’t know why it is, but there’s always some hard-nosed former front office person who gets smart. You’re going to be like, “You’re my person to solve all these little things.” That one, you want to have locked in as much as you can. I like employment contracts for those ones. Those would be the two main areas.

This third one is the ongoing obligations. Are there leases with ongoing obligations or contracts with dental providers? The equipment stuff I’m not as worried about because if you don’t pay them, they’ll find you. Don’t you worry. Other service contracts that you have, if people had those in a spot, know when they have to renew, and know how to get in and out of them. Those basics are plenty to get you through your first office if you have those three categories.

Leases are a big one. I know that leases are a big one in terms of renewal because, generally speaking, you’re going to have a specific time that you have to renew that lease within. If you don’t, you lose negotiating power. You lose all sorts of stuff.

You lose everything. You can’t do anything. My mom sent me a contract for a house that she bought after she signed it. What do you want me to do with it? I can’t do anything. It’s the same effect for the lease renewal. I can’t tell you how many calls I’ve gotten where it’s like, “I missed my renewal period. I’m negotiating with my landlord.” I’m like, “No, you’re not going to do a negotiation now. You’re begging. You’re hoping that they don’t do it. It doesn’t reduce it.”

I would argue. Instead of reduction, it goes to zero because it’s like, “Will they renew it depends on how much of a pain it is to find a new person?” versus how much money they think they’re going to make versus how much money you think they’re going to pay. None of that works in your favor if you miss that renewal period.

Patient-facing, employee-facing, what about operating in terms of operating agreement, articles of organization, and things like that, in terms of the actual business?

I’d be interested in your thoughts on this. I think for your first and second office, don’t get a partner. Start on your own unless you need money, and there’s plenty of capital available for dentists. That is not the hard part of this business. I always like starting these very solo because having partners at this early stage complicates things. You have to get on the same page, and everyone’s a little nervous to make a decision.

Dentists are fairly anxious, highly intelligent individuals to start with. Making the decision fast was never going to be the thing that they do great anyway. You put in this extra barrier. All that to say, that’s what makes those agreements very simple. The articles of incorporation, you get them from the Secretary of State website. They shoot them out to you. Get your EIN. I like making corporate documents as simple as humanly possible. If the state that you’re in doesn’t require bylaws for a single owner, don’t have bylaws. Once you make the rules, you’ve got to follow them.

If you don’t need to have a set of rules, don’t do it. Make this as easy for yourself to maintain as possible. When lawyers get these big binders with 60 or 70 pages of bylaws that nobody has ever read, that stuff irritates the heck out of me. What are you doing? The business is hard enough. We don’t need to give them more things to do. I like keeping that as simple and as clear as possible, articles of incorporation, basic or no bylaws. You do have to maintain the entity. That would be in that category of maintaining contracts. You would probably have that third category is also entities, trademarks, or anything that requires you to give notice, to re-register, or to re-up, whatever it is that you’re doing.

As a FYI, you’re going to hear when you do go get a loan or get financing, they’re going to ask you for all those things, like articles of incorporation and a tax ID number. They’re going to ask you for an operating agreement. What you can do, and a lot of people don’t realize this, is you can say, “I don’t have an operating agreement. I am a sole owner. I don’t need an operating agreement with myself to operate my business.” As long as the bank understands that, then it’s a box they have to check. “They don’t have one. They don’t need.”

To your point, I agree with you in terms of partners. I always tell clients, “You always want to go into a partnership very slowly and only out of necessity.” What I always talk to clients about is when you’re thinking about bringing in a partner, that partner should bring something to the table that you either don’t want to do anymore or can’t do. You’re like, “This person can do something I either don’t want to do anymore, I can’t do it, or I’m not willing.” Maybe you can, but you’re not willing to go get the training. Maybe they play good at proficient at placing implants or doing endo, whatever.

“I’m not willing to go learn that.” Great, they could be a great partner. Even then, we have a whole process called the trial partnership, a pathway to partnership. It’s a two-year program that you’re getting into. I’m sure, like you, very close to 100% of the time, people rush into a partnership. There’s going to be problems. You’re going to be like, “I didn’t know they did X, Y, and Z.” That’s why you have to take your time going into those partnerships. I would agree with you in terms of the partnership piece, for sure.

I appreciate what you said about that. I can’t believe I’m quoting Michael Scott from The Office. You know that scene where he says, “Business is the most personal thing that there ever was,” or something like that. When people say, “It’s business,” he hates it. Business is inherently personal. Your point about partners speaks to that. This is a professional relationship that has massive consequences for your personal life.

Your spouse is going to know a lot about this person. This isn’t just a friend you have dinner with. This is the person that you’re getting into bed with that determines if you can pay your mortgage. Are you sending your kids to a nice daycare or a rough daycare? You’re depending on that person to take the time. I agree with everything that you said. I agree with all of that because it’s an intimate relationship.

Finding The Right Support In Your Practice

I appreciate what you said, too, as far as for a lot of these doctors who are thinking about starting their practice, you were saying earlier, “Just do it.” You want to do a year or two of training as an associate, fine. At the end of the day, there are a lot of times we get into our heads. “I have to have this. I have to hire. I have to have that.” You don’t. What you have to have, you already have, which is a dental license. You have to have a dental license to practice dentistry. You don’t have to, but it’d be nice if you had a little bit of experience.

Maybe your speed picked up a little bit, but you don’t have to have that. You have to have faith in yourself that you are going to pull it off. We hear this quoted all the time. In dental, it’s the lowest failure rate of businesses, and in healthcare in general, but especially in dental, it’s really low. The percentage of failure gets greater as you scale and grow, as you add more locations. A solo single practitioner doctor, the percentage of failure for that person who’s practicing, that’s their business and their livelihood, I don’t know what it is. It’s really small, though. It’s a very small percentage.

I agree with that. I would even say more of that, it’s that I’m an intelligent, anxious person. I relate to dentists on that wavelength a lot. I don’t think this was your experience, and it wasn’t mine. If you were in school, solidly, from 5 until 28, that is nerve-wracking. Imagine, you don’t have as much life experience in terms of having six or seven jobs or being laid off a couple of times in your 20s to give you that confidence of, “I got knocked down. It turns out I was fine. It was stressful, but I figured it out. I got through that piece of it.” If I were anything to dentists, especially young dentists, you’re going to figure this out. Everybody else has figured this out. You’re going to figure this out.

I promise you. If it seems like you’re not, you’re going to. Especially in that 1 to 2 or 1 to 3 office range, pretty good. Your chances are excellent. You’re going to do well at this. I work with mental health. I work with medical. I have some labs, so I see a lot of outpatients. If you’re an outpatient, I know a lot about that area. Dental, for whatever reason, and there are a few factors that cause it, truly has the best ecosystem of consultants and people to help you do it.

My girlfriend is from Australia, so when we go there, the stuff you can get out of a gas station that is excellent food is shocking. It is shockingly good. That’s what the dental consultant ecosystem is, in my view. Compared to med, to mental, to labs, and all the different industries, there are more advisors here who are good. Start your first practice and spend the money. If you spend $250,000 on consultants, maybe that number is way high. Maybe it’s too low. Depending on what your goals are, you can find the help you need.

I want to go back and clarify. You’re saying, if I go to Australia, I can’t find a hot dog wrapped in a pizza in a warmer sitting by the front counter?

No, they are into sausages, sausage rolls, and barbecue. Every time they have an election, by the way, they have a barbecue. It’s a sausage. They call it a little snack bread. That’s the best way to celebrate democracy I have ever heard.

I love what you said, and we’ve talked about it before on this show, about the people you surround yourself with and the team you surround yourself with. What’s interesting is you’re saying spend the money on the team up front. There’s a certain behavior pattern of our most successful clients, the people who are absolutely crushing it. They’ve done exactly what you said. I’ve done multiple interviews on this show where they’re like, “I came out of school. I bought my first practice. I told the bank I need an extra $150,000 loan because I’m going to hire a consultant. I’m going to go hire this.” Guess what?

They’re set up for success. Some of those offices are doing $9 million or $10 million a year out of one location. They’re crushing it because they set themselves up for success at the beginning. I love what you said about having faith in yourself. You can do it. Surround yourself with great people. To your point, there are so many resources in our industry. It’s great. Do your research. Surround yourself with great people who know what they’re doing.

How To Get In And Out Of A Contract

Your success rate is so high. The chance of you succeeding is way greater than the chance of you failing. I love all that. Let’s talk a little bit more about contracts, and then we can shift here. What are some hidden red flags, things that you see in contracts that the average person reading through an agreement maybe would miss? What are some things you typically see?

When I talk about this, especially with laypeople, the things that I want them to take away are the basic mechanics of the contract. How do you get in, and how do you get out? What is your termination clause? How easy is it to get out of it? If you read nothing else in the contract, would that be legally sufficient? No, but it’d be a lot further along than most of my clients are on that first time. How do you get in? How do you get out? How much does it cost?

For me, especially for the first six months, I always want people to get out of whatever arrangement, because in 3 to 6 months, you’re going to know whether or not you like these guys. I don’t want to refer back to what you said about how you pick the right advisor because there’s a whole science. That’s a whole discussion in and of itself. How do you get in? How do you get out? What does that mean? The other piece I look for is what’s expensive. A lease for almost every dental practice in America is going to be between 900 and 3,000 square feet in a commercial or virtually zoned area.

Hopefully, it’s got the plumbing built in. That’s all we’re looking for. That’s the basic of it. As you go through the contract, what’s likely to be expensive? I’m in a three-story building. Elevators are expensive. Pools are expensive. HVAC is expensive. There’s no pool. That doesn’t apply, but HVAC is going to be expensive. Those big-ticket items, how do those get handled? If you read nothing else in your lease, tell me how your HVAC is handled. Who’s responsible for repairs? Please don’t tell me you have to pay for an elevator. I don’t know what it is about elevators. It’s $1 million. It’s always $1 million. I don’t know what it is about that industry.

I’m terrified of them, because they’re so expensive. That’s what I’d say, how to get in and out, and making sure that you can get out in the first 3 to 6 months, because you’ll know. The third one is what the expensive items are that are likely to be in this contract and leases. That’s a good example. If you have service contracts, you want to know what the breakup fee is and stuff like that. That’s the main stuff I tell people to look for.

What about non-competes? I know there has been a lot of discussion around non-competes going away, and non-competes don’t stand up. What’s the real story there? What can people expect if you’re going to put a non-compete in an agreement?

This gets to my real practical piece of it. Whether or not they’re enforceable, there’s a legal issue to all of that, depending on the state that you’re in, what it is that you’re enforcing, and the reasonableness of that restriction. Fine, let’s put that to the side for a moment. The real question I have for you is, are you going to enforce that non-compete? What does that enforcement look like? If you want to non-compete, you’re going to have to do a demand letter. Truly and honestly, the demand letter doesn’t mean a whole lot.

It means, “Stop doing this, or else I’m going to do something bad to you.” The fact of the matter is, if they have enough nerve, they’re going to say, “See what happens, man.” To enforce a non-compete, it’s going to cost some money, and it’s going to take time. They’re like, “You only spent $25,000 on litigation.” Let’s say you didn’t have to get that far. You got to the complaint and a couple of exchanges of evidence, and they decided to sell.

You pay $25,000 in legal fees, and it took 40 hours of your time. How much damage did you prevent? Did you prevent that much damage or not? Number two, if you had spent $25,000 on marketing, that’s three hours setting that up. For non-competes, when you’re using that as the only tool in the toolbox to make sure that people don’t take business from you, that’s not going to work for you. It’s expensive to implement. It takes time in order to get the resolution that you want, and no one needs the gray hairs.

If you use them as part of a suite of tools of saying, “I’m going to get this non-compete as part of my agreement. Plus, there are some practical barriers that I know this person can’t start a business on their own or doesn’t want to, because I’m going to make sure I’m in the office, develop relationships with patients or my employees, or keep close to my key employees,” it can be a useful tool if you have these other practical considerations kept in of how do I keep employees for a long-term? How do I ensure that if they do go, I’m already planning for it?

If you do that, then you say, “I want you, dentist associate, to go out and start your own thing. Good for you. I hope that you do. This is always going to be a three-year stint for you. Just don’t set up a billboard right next to my office.” Let’s have some practical considerations. You can get much further by having that conversation and an agreement than you can by trying to enforce a clause in a contract that courts don’t want to enforce.

California won’t enforce them. Even in states that do let you enforce them, they’re going to look at the scope, the size, the radius, and their goals. No one likes telling someone, “You, as a dentist, can’t practice your trade where you live.” It’s an odious decision to hand down to someone. We’ll do it, but you’re already working uphill. That’s my take on the topic as well.

Would you say that non-solicitations are much stronger? “You can’t solicit my staff. You can’t solicit patients from the practice.” Those are going to stand up a lot better than the non-compete.

People are way more responsive to them. They’re thrilled to sign a non-solicit, especially with employees. Most of the time, I can handle that in two demand letters, three emails back and forth. The employees are relatively easy to deal with. The non-solicitation of the patients is a little bit spongy, but I can stop them and scare them half to death. They download the information and try to take it. That I can do a lot. That’s pretty easy to do.

The law is relatively settled. It rarely has to go to litigation because what will happen is they talk to a lawyer. They’re like, “I’m in real trouble.” I’m like, “Yes, you’re in trouble. Now that you’ve talked to someone other than me, you’ve understood that this is a problem.” Once that person gets involved, then it’s a whole different thing. Thank you for bringing that up.

Non-solicit, confidentiality clauses are also great, having a tight agreement. That’s why I like having the employment agreement for associates, hygienists, and office managers. It’s operationally somebody that you need, and then anybody who’s revenue-producing. Those are the ones I want to tighten up. Everybody else, I want to offer letters for. That’s why I like having the two, because that’s where I integrate that information.

That’s great advice, great input, and great clarification because I know it’s a big issue. We’re not attorneys, but clients will ask us, “Should I put a non-compete here?” I’m like, “It’s not worth anything. Have a solid non-solicitation in there.” When we owned our practices, we had one of our first associates. It was our very first associate we had. He left and started a practice. We were super happy with him. It was far away, not that that mattered.

Anyways, he started calling employees, asking them for help and training. “Can you guys come down on a Friday and help me?” I called him. I was like, “We wish you all the best of luck. We’re here to support you, but you can’t be taking our employees away from the office.” I reminded him of that non-solicitation agreement. He’s like, “No worries. Thanks.” That was the end of it.

You’re kidding.

No, that was it.

I’m so glad, especially because it’s like, “I’m on top of that. I didn’t want to mention this, but you’re also stealing my IP and how I do things in the office.” Consultants spend a lot of money to tell you how you should run your office. Go spend the money and do it like that. Don’t take it from me.

How To Deal With Embezzlement

If you’re reading this, you made a comment about the non-compete. You’re like, “You’re going to have to go to an attorney.” Why do you say that? Most doctors won’t even go to an attorney or report that their front office manager has been embezzling money from them for the last two years. Let alone the fact that a dentist has gone three blocks away to start a practice. If you’re not going to enforce it, don’t have it.

I’d say that with the non-solicitations also. If you’re not going to enforce it, don’t have it. We didn’t have to send a cease and desist letter from an attorney because, luckily, I had a good enough relationship with that doctor. I was able to pick up the phone and be like, “FYI, I know you’re probably not aware that this was in your agreement, but I want to make sure you’re aware.” It is like, “Thanks for letting me know that. I won’t talk to them anymore.”

To your point, if you do need to take it a step further, you do have that ability to do that. If you’re going to have those in your agreements, make sure that you enforce them. I don’t want to get into the embezzlement piece, but we’re seeing more and more people falling victim to it. It happened in our offices. We found out someone was embezzling money and selling supplies and stuff on the side. We filed a police report. Topic for another day.

Do you mind if I do a little piece on that?

No, please do. We’re seeing it more and more.

I want to talk to you about buying legal services for a little bit. There are two pieces to it. One, why did people not report something that’s such a clear wrong? Somebody has stolen money from you. By the way, you had to work hard for that money. You had to pay a bunch of people. You had to re-sort it. You didn’t even keep the gross revenue. You still had to pay it all out. You have these little net taxes.

You have to pay taxes on the profit that you made. There’s so much effort that goes into making that money. I want dentists to be infuriated at the idea that anybody embezzles from them. I understand not wanting to call a lawyer in that circumstance because if you call a lawyer, it’s $5,000. That’s how our industry works. That’s the only billable model that we have. That’s why I do a subscription. That stuff that can be handled very quickly and easily, all of a sudden, it makes sense for me to do because I’m going to charge the same either way.

That’s more about how to buy legal services. We can talk about another point, but the piece about the embezzlement is this nervousness around interacting with a problem. It is the same nervousness of “I don’t want to start my first practice because I’m afraid I don’t know how to do it.” What I would tell them to say was like, “Guys, you’re in the top 80, 90, 95th percentile as far as smarts go. I promise. Do a little bit of research. Even if you mess up, it’s not going to be that bad.”

I understand that dishonest actors within the dental space go outside of the dental space. You will be shocked at how honest dentists are and how surprisingly a little phone call like that could solve the issue. You didn’t have to call anyone. That took you all 45 seconds. You can see that much more often in this industry than you do in a lot of others. I would say I’m really grateful to be in an environment where people, generally speaking, are all trying to do a job. They’re trying to help people who need help. That’s why I like working for providers so much.

Important Links

• Matt Stevens on LinkedIn
• Provider Legal
• Jonathan Moffat
• Jonathan Moffat on LinkedIn
• Dental Wealth Multiplier

About Matt Stevens

Matt Stevens is the founder of Provider Legal, a law firm focused on protecting dentists and healthcare providers. He started his career as in-house counsel for a specialty dental group facing a major fraud investigation, and later held legal roles across multi-clinic healthcare organizations.

After seeing how often providers were left unprotected, he launched Provider Legal to give doctors the legal support they need to grow their practices, protect their autonomy, and make smart business decisions in a changing industry.