Dental Practice

Words in [brackets] are blanks you fill in with your own details when you adopt this sample in Supreme Plan AI.

Executive Summary

Angela Williams Family Dentistry is a general dentistry practice in Greenville, South Carolina serving patients of all ages, with a focus on same-day appointments for urgent needs. It opens with three treatment rooms, a dentist, a hygienist, two dental assistants and a front-office manager, and plans to add rooms as the patient list grows. Year 1 revenue is projected at about $380,100, growing to about $1.4 million by Year 3. Startup costs are about $381,000.

Company Description

Angela Williams Family Dentistry is a professional limited liability company (PLLC) owned by Angela Williams, DDS, who has ten years of general dentistry experience. A dentist license is required to treat patients, and the practice cannot see patients until its dentist holds an active South Carolina license, a business license and the required registrations. The practice leases a 2,400-square-foot suite and builds out three treatment rooms, a sterilization area, an X-ray room and a small lab. Services: exams, cleanings, fillings, crowns, extractions, emergency visits, children's dentistry and whitening.

How we make money. The plan has these income lines: exams, cleanings and preventive care at about $135 each, about 1,111 in Year 1; restorative and other procedures at about $420 each, about 548 in Year 1. Pricing is set so each line covers its direct cost and a share of overhead.

Unit economics. In Year 1 direct costs are about $46,212, a gross margin of about 88% of sales. Pay and overhead take most of what is left, so the plan first shows a profit in Year 2. Prices and volumes are set from the assumptions in the appendix and should be replaced with your own quotes.

Problem & Opportunity

Many families struggle to get a dental appointment within a reasonable time, especially for a toothache or broken tooth. Others delay care because they do not understand costs or insurance coverage. Patients want a dentist who explains options, gives a cost estimate before treatment and sees urgent problems quickly.

Products & Services

A practice built around access and clear communication. The schedule holds open slots each day for urgent problems. Patients receive a written treatment plan with costs and insurance estimates before work starts, and the front office explains payment options. Children and adults are seen by the same team, with Saturday morning hours once volume allows.

Market Analysis

Greenville is a growing city with a strong employer base and many new residents who need a dentist. Demand comes from families, workers with employer insurance and patients without insurance who pay out of pocket or use membership plans. Referrals and online reviews drive new patients.

Who we serve first. Families, workers with employer dental insurance, children and patients without insurance who need clear prices.

Competitive Landscape

Several established dental offices and corporate dental groups serve the area. Many have long waits for new patients. Angela Williams Family Dentistry competes on same-day access, clear estimates and personal care. We do not promise specific outcomes and we refer patients who need specialist care.

Our strengths and weak points. Strengths: Owner with ten years of general dentistry experience; Same-day access and clear estimates that many busy offices lack. Weak points we plan for: Large upfront costs for equipment and buildout before any patient is seen; A new practice has no patient list, so early production is low.

Marketing & Sales Strategy

Announce the opening to families through local schools and employers, offer a new-patient special, partner with nearby businesses and pediatricians, claim online listings and ask every patient for a review. An in-house membership plan serves patients without insurance. The first goal is 700 active patients by month 12.

The first 90 days. Days 1 to 30: sign the lease, finalize the design and order equipment. Days 31 to 90: build out the suite, hire the hygienist and assistants, credential with insurance plans and apply for permits. Days 91 to 150: open, hold a community open house and begin the new-patient offer.

Operations Plan

Each patient has a medical history, exam, X-rays as needed and a written treatment plan. Instruments are sterilized and tracked following infection control standards, and records are kept in an electronic dental record protected under privacy law. Insurance is verified before treatment, and claims are submitted daily. Staff follow written safety protocols for radiation, infection control and emergencies, and the practice follows South Carolina board rules.

Key resources and partners. Resources: A licensed dentist, a built-out dental suite, equipment, dental software and trained staff. Partners: Dental laboratories, specialists who receive referrals, insurance plans, a dental supply company and an equipment dealer.

What we measure. Active patients, new patients per month, production per day, collection rate and cash in the bank.

Risks and how we plan for them:
- A new practice has no patient list. We open with a launch plan, referrals and an in-house membership plan and we budget the early months.
- Licensing and board rules. The practice does not see patients until the dentist's license, registrations and permits are active.
- Insurance payments are slow and sometimes denied. We verify benefits before treatment, bill daily and track unpaid claims weekly.
- Infection control and radiation safety. We follow written protocols, train staff each year and keep required records.
- Dependence on one dentist. An associate dentist is planned in Year 3, and a backup dentist agreement is in place for emergencies.

Compliance and safety. The practice follows state dental board rules, infection control guidelines and radiation safety requirements, keeps required licenses and permits current and trains staff each year. Billing is based on documented services. Patient privacy. Records are stored securely, access is limited and the practice follows federal health privacy rules. Referrals. Patients needing specialist care are referred to trusted oral surgeons, orthodontists and periodontists.

A typical day. The team starts with a 10-minute huddle to review the schedule and any urgent slots, patients are seen on a set rhythm with hygiene and doctor visits overlapping, and the front office confirms next-day appointments by text. At the end of the day the office manager reviews unpaid claims and the dentist signs notes.

Management & Organization

Angela Williams, DDS, Owner and Lead Dentist, treats patients and leads the practice. Rachel Patel manages the front office, scheduling and insurance. A hygienist and two dental assistants are hired before opening, and a second hygienist joins in Year 2. An outside bookkeeper and a dental billing consultant support the practice.

Hiring plan. Angela treats patients, Rachel manages the front office, and a hygienist and two assistants start before opening. A second hygienist is added in Year 2 and an associate dentist in Year 3.

Outside help. We rely on an outside bookkeeper for monthly reconciliation and tax filings, an attorney for contracts and licensing questions and an insurance agent who reviews our coverage every year. We meet with these advisors at least twice a year and keep notes of what they recommend.

Milestones Narrative

Year 1: secure the lease, build out the suite, install equipment, receive the license and open in month 5, reach 700 active patients by month 12, revenue about $380,100. Year 2: add a fourth treatment room and a second hygienist, revenue about $1,140,000. Year 3: add Saturday hours and an associate dentist, revenue about $1,444,000.

What the plan's numbers say. Year 1: sales about $380,100, loss about $178,600; Year 2: sales about $1.1 million, profit about $315,600; Year 3: sales about $1.4 million, profit about $339,000; Year 4: sales about $1.6 million, profit about $421,600; Year 5: sales about $1.8 million, profit about $505,300. The lowest year-end cash is about $204,600.

How we will keep score. Every month we compare real sales to the plan, check the cash in the bank, review the direct cost of each job or product, and look at what customers say. If sales are behind plan for two months in a row, we slow spending and delay hiring until the numbers catch up.

Funding Request

How much we need and how we will use it. Total needed: $650,000. This number comes from the Funding Need Calculator in this plan. It adds up:
- Startup costs of $381,000, listed item by item in the Startup Costs section (the largest are Three operatories $95,000; Suite buildout and plumbing $90,000; Working capital reserve $70,000).
- A cash cushion of about $269,000. That is the deepest cash dip in the early months plus about three months of bills, so slow weeks do not put the business at risk. Lenders call this "working capital."
- Together that comes to about $650,000 (rounded up to the nearest $500), which is the total we are planning for.
Where the money comes from:
- Owner money: $60,000.
- Equipment financing on chairs and X-ray: $120,000.
- SBA 7(a) loan: $470,000.
Kind of funding we are looking for: Equipment financing on chairs and X-ray: $120,000 at 9.0% interest over 7 years, about $1,931 a month; SBA 7(a) loan: $470,000 at 12.75% interest over 10 years, about $6,948 a month. A loan is money we pay back with interest, and the monthly payments are already included in our cash flow.
How we will pay it back. We expect sales of about $380,100 in Year 1, growing to about $1.8 million by Year 5. We expect a loss of about $178,600 in Year 1, a profit of about $315,600 in Year 2, a profit of about $339,000 in Year 3, a profit of about $421,600 in Year 4 and a profit of about $505,300 in Year 5. Year 1 is lower than a full year because the practice opens in month 5 and the patient list builds from zero. The lowest year-end cash balance is about $204,600 (Year 1), so with this funding the business has money in the bank every year of the plan.
What we are offering the lender: the equipment we buy as collateral and a personal guarantee from the owner.
A smaller first step, if needed. If we cannot raise the full amount right away, we can start with two treatment rooms, buy used equipment where safe and add the third room when the patient list supports it. Duplicate this plan and lower the equipment and buildout costs to match.
What if sales are slower? We also tested a cautious case where sales come in 20 percent lower every year. In that case the plan shows a loss of about $256,100 in Year 1, a profit of about $137,100 in Year 3 and the lowest year-end cash is about $204,600, so the business still has money in the bank every year.
All numbers in this plan are estimates. We will update them as real results come in.

Appendix Notes

Documents to attach before you send this plan:

- PLLC operating agreement.
- South Carolina dentist license and business license.
- Insurance certificates for professional and general liability.
- Lease agreement for the suite.
- Equipment purchase and financing agreements.
- Insurance credentialing applications.
- Privacy policy and patient forms.
- Infection control and radiation safety plans.
If you don't have any of this yet, no worries - let's continue.

The assumptions behind our numbers (change them in the Financials section to match your own):
- Exams, Cleanings and Preventive Care: about 1,111 units in Year 1 at about $135 each, costing about $12.00 each to deliver.
- Restorative and Other Procedures: about 548 units in Year 1 at about $420 each, costing about $60.00 each to deliver.
- Pay: owner / dentist $150,000 a year (the same number all five years); dental hygienist $85,000 a year (people in Years 1 to 5: 0.6, 1, 2, 2, 2); dental assistant $42,000 a year (people in Years 1 to 5: 1.2, 2, 2, 3, 3); office manager $52,000 a year (people in Years 1 to 5: 0.8, 1, 1, 1, 1); associate dentist $130,000 a year (people in Years 1 to 5: 0, 0, 1, 1, 1).
- Other yearly costs in Year 1: suite lease and utilities about $42,000, dental supplies and lab fees about $22,000, professional and general liability insurance about $9,000, marketing and patient acquisition about $18,000, software, phones and dental billing support about $14,000, accounting, licensing and admin about $10,000.
- Tax rate: 21%.
- Every dollar amount is an estimate. Replace them with your own quotes and research.

Plain words used in this plan:
- PLLC: a professional limited liability company used by licensed professionals.
- Operatory: a treatment room with a dental chair and equipment.
- Credentialing: enrolling with insurance plans so the practice can bill them.
- Production: the value of dental work done, before insurance adjustments.
- Treatment plan: a written list of recommended care and costs.

Startup Costs