Endo Mastery


What goes better with summer than camping? And what goes better with camping than delicious s’mores? Surprise your referring offices with this summertime classic! You can package up the ingredients in a small cellophane package:

Add a tag that says “To many S’MORE good times and great patients! Thank you for your referrals!” You can also add a note about how s’mores can be made in the microwave at work (about 20 seconds).


What are the chances that your GPs tell their patients, “It’s very important that you see Dr. X. They are the best endodontist in the city, and I’ve personally chosen them over all other endodontists.”


For some referrers, that may be true. But most of your referrers, it is likely that you are just one of several endodontists taking them to lunch. Their patients are told they need a root canal by a specialist, and it’s left to the team to give the patient all the details. In many practices, patients are asked to choose the endodontist they want … often by who is nearest to where the patient lives or works.


Ideally, you want to develop referral relationships so that you’re more than just one of several options. You want to be the preferred endodontist. That preference is best developed doctor to doctor, but it can take time. However, there is a backdoor into becoming the preferred endodontist, and that is through the team-to-team connection.


Everyone in your practice who talks to a GP team member in any capacity should remember that they are building a relationship. They are not dealing with an impersonal nameless employee that is far flung. It’s likely someone just down the street, so your team needs to be in relationship-building mode:

Projecting this kind of energy, even just on the phone, makes people feel closer to you. When it is supplemented with the goodies and pop-by marketing gifts organized by the marketing coordinator, a strong sense of goodwill and friendship develops.


Then, when the patient is given their endodontic specialist options, a team member might spontaneously suggest, “If I was choosing, I would definitely want to go Dr. X’s practice. The team there is incredible, and I like them a lot.”


That’s enough to nudge a patient’s decision in your favor since everyone else on the list are just names that they don’t know. They know something very specific about you: you have an amazing team, and you are recommended by a team member in the practice they trust to take care of them.


Everyone in the endodontic practice is part of your marketing team through their daily interactions with patients and referrers. It’s not just your marketing coordinator toiling alone. Always remember, 90% of growth in your practice is driven by the team.  




Every endodontist-owner wears three hats. The first is the clinical hat, which is what you are trained for and where you spend most of your time. The second is the management hat, which is untrained but taken on by necessity of owning a business and employing a team. The third is the leadership hat, which where your vision and dreams reside, but it often takes a back seat to the first two.


The management hat is vital because every business needs defined policies, procedures and team roles. It’s the manager’s job to keep track of everything that needs to be done, how it needs to be done, and by who. Managers have to deal with all the mistakes and issues that occur and ask, “Why did this happen?” and “How can it be prevented in the future?” The manager also studies the successes, asking again “Why did this happen” but then “How can it be replicated in the future?”


Ultimately, it’s the job of the manager to create predictability in the business’s operations. A focused manager implements effective and efficient systems so that the team has clear direction, and every day is a solid step toward the practice’s desired outcomes. The results of great management are a smoothly functioning team, days without unnecessary stress and a reliable cashflow that you can count on. In short, managers seek to control anything that creates a risk to practice operations.


By contrast, the leadership hat is focused on pursuing possibilities that aren’t being achieved yet by the practice. Leadership requires growth to make progress, which means making changes for which you don’t yet have a track record of success. To the manager hat, that sounds like a lot of risk.


The manager voice in your head will come up with all kinds of “buts” and “what ifs” that take the wind out of the vision sail. And, even if you do make some growth-focused changes, if the results aren’t immediate and perfect, the manager inside you takes that as proof that it isn’t worth rocking the boat or creating uncertainty.

Moving out of the danger zone

When the manager dominates the conversation, the practice moves to a state of inertia. Often called a comfort zone, it’s really a danger zone. The team becomes entrenched in current processes and resistant to change. Referral relationships settle around established relationships without improving or growing. Worst of all, the doctor stops believing in their vision. Their expectations become settled too, around what their practice has always done.


Over time, a practice in inertia creates its own issues because the world around them is moving forward while it is stuck in the past. The loss of a key referrer is often a telling sign. GPs can react when another endodontist starts marketing to them better, communicates more effectively, provides more responsive scheduling or gives patients a better experience.


When you find yourself in this state of needing to rebalance the management and leadership hats, the most important thing you can do is get outside of your own definition of predictable success. As motivational speaker Jim Rohn famously said, “You are the average of the 5 people you spend the most time with.” That’s a powerful thought, even if current research suggests the network is broader than five and the factor isn’t necessarily just how much time you spend.


In my view, the “time” in Rohn’s quote isn’t literal. It’s a metaphor for who you prioritize to help shape your viewpoint and vision. So, the best way to stay in balance with your leader and manager hats is to always have a mentor, always have inspiration in your practice life, and always seek out people whose own benchmark for predictable success is higher than your own.


Referral relationships drive endodontic practices, so naturally endodontists care about developing, growing and protecting those relationships. Strong referral relationships result in steady case flow and higher productivity.


Your software system’s referral analysis report shows you who is referring to you and how many cases they have referred. In most endo practices, there is a familiar pattern in the referral base. At the top of the list are your top referrers who send cases regularly every month. These are the GPs with whom you have the strongest relationship. Many top referrers typically send all their endo patients to you as their preferred specialist. The rest of the list are doctors who are less predictable, from only referring the occasional case to not quite sending enough cases that you can count on every month.


Most endodontists pay careful attention to their top referrers because top referrers drive such a high percentage of referrals coming in. A lot of endodontists naturally focus their marketing strategies on keeping these relationships engaged and happy. At the other end of the scale, most endodontists pay careful attention to new referrers … GPs who refer for the first time.


What usually gets missed is identifying those existing middle to low-end referrers where there is a small but significant change in their referral patterns. Because these GPs are irregular referrers to begin with, unless you are tracking referrals over time in a way that can be compared easily with past referral levels, you often cannot see important changes.


For example, consider a referrer who sent you only 6 cases in the past year. Perhaps they do endo themselves, or perhaps they are “sharing the love” and dividing their referrals among a number of endodontists. Either way, to you it looks like they only refer 1 case every other month. Or they might refer two cases in a two-month period, and then you don’t hear from them for a few months.


Because the referral flow is so unpredictable, at what point would you identify that something is changing? What if they referred a case every month for 3 months in a row? Would that pop up on your radar instantly? It should because if they continued with that trend, it would put them in your top referrers! Maybe they’ve decided to do less endo themselves, or they’ve soured on sending referrals to one of their other endodontists. In either case, they should be targeted by you and your marketing coordinator for some one-on-one relationship building and marketing.


At Endo Mastery, we work with our clients to implement a referral tracking system that exposes when pattern shifts are occurring so referrers can be targeted for effective marketing. Whatever system you use, you need to be able to identify these hidden marketing opportunities. A good rule of thumb is any referral pattern that has shifted 25% or more compared to past referrals.


Also remember that it goes both ways. A plus 25% trend and a minus 25% trend both require marketing and relationship attention. And for your top referrers (at least one case referred monthly), you should narrow that rule to 10%, especially for downward trends. The loss of a top referrer has a significant cost to referral flow, and an early warning system when the relationship might be wavering allows you to find out what’s going on and take corrective action before it’s too late.




Two years ago, no one predicted exactly how much the worldwide supply chain would be disrupted by the pandemic. Even today, there’s a global shortage of computer chips needed to manufacture cars, a national shortage of baby formula, and many other examples.


Likewise, no one predicted how significantly the labor market would be disrupted, and how hard it would be today to hire practically anyone. A Bureau of Labor Statistics report earlier this month noted that there are 11.5 million job openings in the USA, which is the highest on record in over 20 years since they first started tracking.


As a business owner, predicting future possibilities and influences on your practice is important. You need to pay attention to the signs and signals that are coming your way, and interpret how you may be affected, and make plans to be prepared. Contemplating and preparing for things that, on a balance of probabilities, are becoming more likely to happen, lets you be proactive rather than reactive.

Underlying Assumptions

Even when things are going well, everything in your practice is based on certain factors continuing along the same path. What underlying assumptions in your current success dynamics are most vulnerable to change? For example:

We have a tendency when things are going well to take our eye off the ball. We behave more like grasshoppers than ants, assuming that summer will go on forever and winter will never come. A lot of endodontic practices have been in the grasshopper mode for the last 9 to 12 months. The pandemic shut down patient flow in GP offices early in the pandemic, and last year when restrictions started to lift, there was pent-up demand for dental care. Referrals in Endo Mastery-coached practices surged above average.


At some point, soon probably, the surge will diminish and we don’t know yet what level it will fall to. Maybe we’ll go back to our pre-pandemic normality. Maybe the concerning level of inflation will drive up interest rates and suppress discretionary spending again (yes, for many people, dentistry is discretionary). Maybe companies struggling with supply issues, rising costs and employment challenges, will reduce or limit insurance benefits. Plus, it’s pretty much guaranteed that insurance companies will pass their increased costs onto providers in the form of lower reimbursement.

Counting On Yourself

Whatever you believe may happen in the near future, the goal with prediction is to identify the factors that you have some control over, and take action on that basis. You may not be able to influence external factors like the rate of inflation or the stock market, but you do have control within your own sphere. For example, you have influence over your team and referrers, and you have the ability to drive your profitability high enough to weather any up or down cycle without distress.


The best investment you can ever make is in yourself and your practice. It gives you both the highest rate of return and the least dependence on external forces that you can’t control. You are your own best bet to drive growth and success, and Endo Mastery is a great partner to support you!


To achieve a steadily growing practice from year to year, marketing must be a priority. For most endodontists in established practices, the most powerful opportunity to grow is with existing referrers, which is the point of “relationship” marketing. Here are 5 core factors that should drive your relationship marketing strategy:


The purpose of any marketing strategy is to create opportunities for growth. Growth in an endodontic practice is driven by the number of cases completed, which is dependent on the number of cases referred. There are only two ways to increase the number of cases referred:

1: Have a marketing coordinator

Many endodontists are haphazard about marketing: squeezing it in when they have time and letting it lapse when they feel busy. A haphazard approach creates haphazard results. Developing strong referral relationships takes consistent attention and effort every week, which is why you need a marketing coordinator.


The marketing coordinator is responsible for representing your practice to your referring doctors and their teams. A marketing coordinator must be outgoing, friendly and joyful, and easily interacts and connects with others in a personal and empathetic way. They must present themselves well and have great communication skills when they visit your referring offices.


For a typical one-endodontist practice, the marketing coordinator will be an existing team member who is allocated the equivalent of a half a day per week to be out of the office visiting referrers. On these visits, they will drop off little referral gifts and surprises that create delight in referring offices and continually move your practice into the top-of-mind position.


Marketing coordinators must be very organized to plan marketing activities, strategically select target referrers to visit each week, and order/prepare marketing gifts, lunches in referring offices, etc. The whole focus on the marketing coordinator is to consistently implement marketing activities that create visibility and value for the GP-to-Endodontist relationship.

2: Have a marketing budget

Marketing needs a budget and most endodontists underspend on marketing while wondering why their practice isn’t growing. In relationship marketing, you’re focused on the long-term relationship, which means your marketing budget should be calibrated to the long-term value of a referral relationship. In marketing lingo, this is called the “marginal net worth” of a referrer.


Consider a GP who referrers one case every month valued at $1350 over a 25-year period. That works out to 12 months x $1350 x 25 years = $405,000. Given that lifetime value, how much should you spend on marketing to nurture and maintain GP relationships?


A good guideline is that 3% to 5% of practice revenues should be dedicated to marketing. That budget gives you the flexibility to allocate funds for new referrer outreach, for weekly and monthly referral gifts for regular referrers, for periodic lunches and dinners with referrers throughout the year, and for special gifts to acknowledge and thank your top referrers.

3: Express appreciation and gratitude

The marketing coordinator’s activities are the foundation, but the heart of relationship marketing is expressing appreciation and gratitude to referrers consistently and personally. That means that you find the opportunity for some kind of communication to thank the referring GP.


It doesn’t have to be a big deal, but it must be a continuous ever-present part of the tone that you and your team communicate with referrers and their team. “Thank you for sending Mary to our office!”, “We love your patients. Mary was a pleasure to have in our office!”, “I really appreciate your referral and Mary was very happy!”, etc.


Since so much of our life is digital now, you can find easy ways to communicate these messages: email, texting, social media, case summaries, whenever you’re on the phone the GP or office, etc. When doctors know they are important to you, they want to stay important to you.

4: Make referrals easy and effortless

Ultimately, when a GP makes a referral, they want to do so without any worries. They want to know their patient will be cared for promptly and compassionately, the clinical result will be predictable and at a highest level, and the patient will return happy and ready to continue restorative care.

The easier you make the referral process for the GP and their team, and the better you can return the patient meeting all expectations, then you become an obvious and effortless choice for the referrer. Here’s some tips:

  • ● Be available for same-day emergency appointments for patients in pain.
  • ● Have a referral card or referral kit in the GP office that answers all the patient’s immediate questions and makes sure cases are referred right.
  • ● Ask the doctor’s clinical preferences with respect to whether they want you to place final fillings, do build-ups for crowns, place temporaries, where they prefer you to refer if the patient requires an extraction or implant, etc.
  • ● Appoint the patient back to the GP office while the patient is still in your office at the completion of treatment.

5: Have great patient reviews

Finally, nothing speaks louder than a happy patient who returns to the GP. Create a wow experience for patients that exceeds their expectations in every way, that they feel privileged they were referred to you, and that they express to their GP how fantastic their time in your office was.


The details in the experience matter. You never want patients upset about a delay in getting an appointment (especially if they are in pain). You never want patients uncertain about how long treatment will take in your office. You especially never want patients confused or unprepared for their financial responsibility.


If you do these things right, and your team projects kindness, caring and confidence to help the patient through their natural hesitancy about root canal treatment, it’s pretty easy to impress them. As you know, most patients already express surprise that their RCT was so quick and painless compared to their preconceptions. That’s the perfect opportunity to ask them for a 5-star review, and give them a card with a QR code they can scan with their phone to post a review on Google or Yelp right away.


Let’s first discuss why CE lectures for your referring GPs are a good strategy for marketing your endodontic practice.


The purpose of any marketing strategy is to create opportunities for growth. Growth in an endodontic practice is driven by the number of cases completed, which is dependent on the number of cases referred. There are only two ways to increase the number of cases referred:

  • ● More referrals from new referrers
  • ● More referrals from existing referrers

Obviously CE events that you host for your GP community are opportunities to meet and establish goodwill with doctors who are not referring to you yet. Greeting them, talking to them during the break and after the event, and sending follow-up communications are all opportunities to start building a referral relationship.


For existing referrers, keep in mind that no GP should have a goal to grow their own practice by doing more endo themselves. The speakers and topics you choose should reflect that. By engaging GPs in growth around comprehensive restorative dentistry, they should come to realize that endodontic cases create a higher risk for clinical failure and lower level of personal profitability if they do those cases themselves. So, endo cases are best referred out as a matter of routine.

Marketing tips for successful events

A great speaker and topic are not enough to drive high attendance. You and your Marketing Coordinator need to execute a promotional strategy where you blanket your entire GP community with invitations, and follow up. Here’s a recommended approach:

  • ● If your local dental society has a regular newsletter, arrange an announcement in the newsletter at least a month in advance and continuing up until the event.
  • ● Alternatively, there may be a local Facebook group or online forum for dentists where you could also have an announcement.
  • ● If there are some influential local study clubs, make sure you communicate with their leaders to share your event details.
  • ● Four weeks before the event, mail out an invitation flyer or postcard to every GP on your contact list.
  • ● Two weeks before the event, your Marketing Coordinator should begin to visit all your referring offices and pop by as many non-referring offices as they can to drop off the flyer/postcard in person.

“I just want to make sure the doctor saw the mailer we sent out. You should have received it last week. I can register the doctor right now if they would like.”

  • ● In the final week before the event, your Marketing Coordinator should revisit any practices that you particularly want to connect with if they haven’t registered. For example, a large GP group practice that doesn’t refer to you would be worth a follow-up effort.
  • ● At the same time, you personally should call any of your key referring doctors who have not registered yet. You want as many of your top referrers as possible peppered throughout the audience so they can influence other doctors seated around them.

Like anything, successful events are driven by an effective system. Considering the expense of the speaker, venue, and catering, it’s worth the special effort to ensure a full house.



Friendship is more than just knowing someone, or even knowing them well. With our friends, there is a social contract: we like them; we are interested in what they are doing; we care that they are happy and successful; we enjoy talking to them; we plan to spend time together; we look forward to them as a part of our future.


Of course, professional friendships are different than personal ones. But the best professional friendships feel like personal friendships, even though they exist primarily in the business side of our life.


We can take cues from our personal friendships to create a system for building and growing professional ones. Some of these may seem basic and obvious, but many doctors are inconsistent with them.

●  If a personal friend was eating at the same restaurant as you or shopping in the same store, you would go up and greet them. To do that with a professional friend, you would need to recognize their face, remember their name based on their face, and feel confident they recognize you too. So, creating professional friendships begins with establishing a face-to-face relationship between doctors. Do this by visiting them in their practice, inviting them to lunch, or creating connections at dental events.


●  With a personal friend, we always communicate with them around important milestones, such as birthdays and important holidays. Holidays are easier because they are the same for everyone (although religious holidays can vary). Birthdays are harder. It may take time and circumstances to learn your referrers’ birthdays.


A great marketing coordinator can often coax this vital information from the GP’s team. Your marketing coordinator can create a shared calendar that appears on your phone so you know any personal messages you need to send, as well as flagging important important birthdays (40, 50, 60, etc.) that require extra attention.


●  Gift giving with friends is important too. Sometimes gifts are meant to be significant. Sometimes they can be small acknowledgments. Sometimes they are meant to surprise and delight. Birthdays and holidays are good gift-giving times albeit predictable. Unexpected surprise gifts that are especially focused around something you know they will like are really noticed. For example, tickets to a concert, sport or event that you know is a passion of theirs.


●  Although not everyone is active on social media, if you are and they are, then make an effort to add them as a friend or follow (both their personal and practice accounts if they have them). This is a great way to learn about important events in their life, their family and their interests.


You don’t need to spend a great deal of time on this. You can give your marketing coordinator access to your socials to create and accept friend/follow requests, and quickly scan your feed for notable posts and activity by your referrers. Your marketing coordinator can ask GP teams if their doctor or the practice is on social media and how to connect.


●  Plan events and activities that you can do together. Many endodontists take referrers for lunch regularly, but you can expand this strategy. It can be as simple as taking the initiative to meet up when you’re at the same event, such as your state dental meeting. You can host open houses and invite your referrers. You can plan team-to-team events that bring everyone together, such as a summer barbecue. If you are a dog lover, you can set up a canine social party. You can organize a golf tournament or sports outing.


●  Learn their hobbies, interests and goals, both personally and professionally. Find articles of interest around those things that you can email to them with a note: “I thought of you when I read this article about [sailing/wilderness trekking/practice growth]. I think you will enjoy it!” It’s so simple to do, exactly as you would for a personal friend.

The greater the effort you make to engage with your referrers and establish a personal relationship as the foundation for your professional one, the easier it gets. A key part of the process is building up that intelligence portfolio of key facts and insights on each of your referring doctors, which is something your marketing coordinator should manage for you.


Gather information, take notes, review and internalize what you know whenever you are going to be reaching out or interacting. It lets you move beyond boilerplate communications to personalized engagement, and in time you won’t need crib notes. It will just be effortless. Once you’ve crossed the threshold to genuine personal goodwill, professional goodwill follows and increases. It’s just human nature to support our friends, and for them to support us.



Given the chance, I think most doctors would enjoy being able to work less and earn more. Not only would work/life balance improve but rising income would add to your lifestyle spending power and overall net worth.

At the same time, a lot of doctors don’t believe it is possible for them to work less and earn more. In their minds, they have an equation that links how much work is required to earn a certain level of income. That equation tells them that to earn more, they need to work more. On the flipside, it also tells them that if they work less, they will earn less.

They also point out factors in the practice that seem to preclude the possibility of working less and earning more. Often, they believe their team as not ready or capable of rising to the challenge. Or they express doubts that their referral base could refer more cases.
More referred cases are the primary driver of higher income for endodontists. (A secondary driver is which insurance plans you participate in, which affects the reimbursement rate per procedure completed.)

So, for your income to rise, you need to complete more cases and there is no denying that sounds a lot like working more, not working less. In fact, completing more cases in the context of your current team structure, practice systems, and clinical workflow is probably more work. But it doesn’t have to be!

How More Cases Equals Less Work

In my mind, “work” has two meanings. The first is the “I’m going to work today” meaning, which is the time we spend away from our family to earn an income. The second meaning is “labor” … something that draws our physical and/or mental energy to accomplish tasks. Before I address the first one, let’s talk about the second one.

How much you feel the labor of anything depends on how much you love doing that task, and how much resistance you feel while doing it. Even when you love something, if you experience a great deal of resistance to achieving your goals, it can diminish the love significantly. Likewise, even an easy task that you hate to do feels like a huge burden.

Most endodontists have settled around a middle ground between what they love (delivering endodontic care to patients), the “labor” it takes on a daily basis, and the income it generates. But when you try to change the parameters, such as completing more cases to earn more income, the resistance scales up dramatically.

There are doctors who complete 4 cases a day and they feel stressed and labored. Other doctors complete 8 or 10 cases a day and feel effortless ease all day. The difference between the two is how you have optimized your team, systems, marketing and workflow. It’s no different than if you were a baker. The systems to bake and sell 100 loaves a day aren’t going to work for baking and selling 1000 loaves a day.

When doctors refine and improve their systems so that 8 cases per day are just as easy as 4 cases per day, what happens is that 8 cases actually become easier than 4 cases. It’s literally less work and more income on a per day basis! Professionalizing your practice to that level means purging out so much inefficiency, repeated effort and timewasters that were rampant at 4 cases per day (but allowed to persist). Suddenly, everything is in place for you to effortlessly complete more cases than you ever thought possible.

How Efficiency Drives Growth

What is common is that inefficient doctors and teams have difficulty believing they could complete twice as many cases during the same time. Their inefficiency is literally obscuring their opportunities for growth. Getting past the disbelief mindset is often the biggest challenge at the beginning.


The truth is that 90% of growth in an endodontic practice is driven by the team. When the team becomes focused on optimizing the doctor’s time, improving daily flow, and scheduling patients smartly so the doctor is never rushed nor ever idle, the value of the doctor’s time inside the practice can soar.


Value outside the practice soars too. If you have 50% overhead expenses to begin with, and you increase the number of cases you complete by 50%, then profits almost doubles! Wow!

Cases, Income and Work/Life Balance

It might be hard to visualize from where you are now, but this transformation of “work” is experienced by our clients over and over again as they grow. And it’s matched by a tremendous increase in income. For most doctors, going from 4 cases per day to 6 cases is enough to double their take-home. 8 cases per day can triple income!


Once you are successful at that income level, then you really have choices about how many days you are going to “go to work” … the first definition of work that I mentioned. For example, rather than 3 times the income, maybe choose 2 to 2.5 times the income while working one day less per week. Or, you can also keep your practice and income growing by integrating an associate, which opens up many short- and long-term options for amazing work/life balance.


There are so many possibilities and I always love to talk to doctors about their vision and how it can be achieved. I invite you to contact me anytime for a complimentary practice analysis and transformation conversation using the button below.




Dear Colleague,

New Year’s Day is one of my favorite days of the year for two reasons that I’m going to share with you in this message.

Resolutions and Renewal

First, there is something about the new year that wipes the slate clean of last year’s troubles or limitations. We become inspired to set resolutions for the coming year. That alone is exciting because it means thinking about what creates progress and forward momentum to better our lives.

We all know that resolutions can be notoriously temporary. If you search the internet, you will find various statistics such as 80% of resolutions fail by the beginning of February. But the flip side of that statistic is that 20% of resolutions do not quickly fail. Even just by the law of averages, at least once every 5 years you will keep at it and potentially make a significant beneficial change in your life.

Personally, I think the turning of the new year is a great time to think about your practice vision. What inspires and excites you in the profession of endodontics? What would you like to accomplish this year? Where would you like to be in 5 years? It’s a process of renewal and rejuvenation of your own energy for the kind of success you want to achieve.

If you research further about why some people succeed with resolutions, the driving factor is usually that they implement a system or structure to reinforce the right choices. For example, the person who schedules time in their calendar to work out usually is more successful than the person who relies on ad hoc daily motivation.

Similarly, when you involve others to keep you in alignment, commitment grows. Involve your spouse or whole family in healthier choices and it becomes a group effort with higher energy. Or, even better, you could work with a professional fitness trainer to map out a program for you, coach you through each activity, measure your results and keep you focused.

Endo Mastery is like a personal trainer for your practice and team. If you have practice goals that need commitment, focus and coaching then we are an incredible ally in that pursuit.

Time to Raise Your Fees

The second reason that I love January 1st is because it is time to raise endodontic fees. Some doctors prefer to adjust fees twice annually in January and July since the cost of living and business expenses are always increasing. You need to keep your fees calibrated to current financial realities.


This year it is more important than ever! The McGill dental financial newsletter states that raising fees is the most urgent thing you need to do in 2022. In the 12 months ending October 31st, 2021, we experienced the highest inflation in 30 years. At 6.2%, we have dramatically increased staff, supplies and other overhead costs. Plus, we’ve incurred new expenses to adapt to the pandemic in our practices.


Higher inflation is likely to continue into the foreseeable future, so an immediate fee increase is absolutely necessary. Many doctors have delayed or omitted fee increases during the pandemic, but that is not an option now. The McGill newsletter recommends a 5% across-the-board fee increase over your rates from a year ago.


I wrote an article about raising your fees which explores these considerations in more detail. You can download it here:

Act Now to Register for Next Week’s Seminar

A final note is that next week on Friday, January 14th and Saturday, January 15th, I’m presenting a livestream seminar called Mastering the Effortless Endodontic Practice. This is a great program for you and your team, and we have a super affordable “all-in” tuition rate of $995 that includes you and everyone in your practice.

It’s almost your last chance to register, so I would urge you to do it today … especially if you have any New Year’s resolutions for your practice. Give yourself the best chance of success and transform your practice and life!

Ace Signaturex300

Dr. Ace Goerig
DDS, MS, ABE Diplomate
Owner, Endo Mastery

P.S. It is my sincere hope that 2022 is your best year ever in endodontics and for your family. That’s our total focus at Endo Mastery. Find out how your practice and economics can grow, and you can live the most amazing life, by registering for the seminar today.