Jenny Doyle

This week I attended the Dental Leaders Network It was meeting arranged by the General Dental Council. They invited 2 representatives from each of the major UK 🇬🇧 dental associations. I was there representing the British Association of Private Dentistry. It was insightful day with talks about what we should expect from the future of dentistry and how we can help shape that. There was a lot of talk on the use of AI in dentistry and how that will impact our profession significantly in the coming years. Some examples of which are AI: Receptionists X-rays Clinical note taking Lab work manufacture Even the job of the dentist There was talk about how AI will help us all to work smarter and faster but can’t replace human opinion at this stage and we must be careful to not let it. The AI doesn’t know more than the dentist on how to read an X-ray - it could guide us to parts we may have missed due to human error. AI can write our clinical notes but we need to check them before submitting them to make sure they are accurate. The lab technicians said that although AI can design their crowns, the lab techs still need to spend time amending the margins to make them better. Exciting times we live in. It was a great day to be part off and proud to see our profession coming together from all parts of the UK and all areas of dentistry - dentists, nurses, therapists, technicians, those that create our products.. to share ideas 💡 The General Dental Council don’t get a huge amount of positive press in our profession unfortunately. However, this was a really good thing they arranged. It was one of my first interactions with them and I have it say it was a positive one. 🙌 Looking forward to positive changes in the future. #dentists #legislation

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What does “reception” really mean in a dental practice? Last week, I had the opportunity to attend and speak at the CareStack UK Better vs Bigger event and what I experienced there has stayed with me. We talk a lot about clinical technology in dentistry, but what about the technology that supports the people who support your patients? The front of house (FoH) role is arguably the hardest job in the practice. We expect our receptionists to greet patients, answer calls, manage diaries, take payments, book appointments - and to do it all with a smile! It’s impossible. And frankly, it’s unfair. Now imagine this: • No phones at the desk. • A dedicated telephony team in a back office. • A patient concierge to warmly welcome visitors. • Coordinators who take over post-consultation to plan next steps. • And behind it all? Seamless technology, like VoiceStack UK, which supports the team. Let me paint two pictures: Practice One: You walk in. The receptionist is on the phone, another line is ringing, and no one greets you. You’re anxious about your treatment. You wonder: Has anyone even noticed I’m here? Meanwhile, the receptionist is overwhelmed, trying to juggle it all. Practice Two: You walk in. You’re greeted by name, offered a drink and reassured that your dentist will be with you shortly. Someone takes the time to chat, calm your nerves and make you feel truly welcome. Same space. Different experience. All made possible by rethinking what reception should be with the right technology and team in place. Technology should never make us feel less human. When done well, it frees us to be more human. To be present and to connect. Let’s stop asking our people to do everything, all at once. Let’s give them the tools and the space to do what they do best: care.

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The UK Paediatric Ophthalmology Workforce Crisis is a slow disaster in the making and we have been looking into why young ophthalmologists do not wish to take on paediatric ophthalmology as a career. Huge thanks to Tejal Magan and Neil Clough for their excellent work on this. This is not a situation unique to the UK . The USA has very similar issues but we have different training and remuneration structures. More than 50% of those surveyed had 1 or 2 vacant consultant posts at their centres with rising waiting times. So why do trainees not want a career in paediatric ophthalmology ? The graphic below has some answers. The solutions are not quick or easy but some easy wins include -Exposure to paediatric ophthalmology early In training -Increased teaching focused on strabismus as “strabismus found to be too complex” by the trainees. Overall, the UK faces significant issues in its paediatric ophthalmology workforce, with long waiting lists and shortfall in paediatric ophthalmologists that is set to worsen. We need rapid action now and would love to hear about your views on the topic.

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Dentistry Webinars - Beyond the X-ray: confidence for teams, clarity for patients; Join Dr Kunal Patel from Love Teeth Dental for a practical look at how Second Opinion AI is helping dental teams work smarter, increasing confidence in clinical decisions, and making it easier to explain treatment options – especially when working with parents and children. Discover how AI can empower your team, enhance patient understanding and improve trust through clearer, more visual communication. You'll also explore real-life examples of how Second Opinion AI can aid spotting potential issues early, contributing to better long-term outcomes and encouraging patients to stay engaged with their oral health. Whether you're aiming to enhance your workflow, improve patient experience, or support your team with reliable tools, this session offers valuable insights into integrating AI into everyday practice. Register free https://lnkd.in/exw4iUfD Learning outcomes ✅ Learn how implementing Second Opinion AI into practice can make everyday tasks easier, solve common problems and support your diagnoses more accurately ✅ See how using AI can empower your team and help you explain treatment options to patients more clearly, especially when working with parents and children ✅ Discover real examples of how Second Opinion helps prevent dental issues, leading to healthier long-term outcomes and keeping patients coming back. #dentistry #dentistrywebinars #secondopinionai

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𝐌𝐨𝐧𝐨𝐠𝐫𝐚𝐦 𝐱 𝐑𝐎𝐒𝐀 - “𝒘𝒆𝒏𝒏 𝒔𝒄𝒉𝒐𝒏, 𝒅𝒆𝒏𝒏 𝒔𝒄𝒉𝒐𝒏” Looking at this acquisition through the lens of a practicing orthopod and someone deeply involved in the industry’s robotic evolution, this represents a fundamental shift that goes beyond corporate M&A activity. 𝟏. 𝐀 𝐜𝐨𝐦𝐦𝐢𝐭𝐦𝐞𝐧𝐭 𝐭𝐨 𝐫𝐨𝐛𝐨𝐭𝐢𝐜𝐬 Haters going to hate. But MedTech is pushing on with the digistisation of planning and delivery in large joint arthroplasty. It’s evolution not revolution. From simple navigation to autonomous robots. Intra-operative robotic delivery will continue to be the centre point of a much broader digital ecosystem that covers the whole episode of care. 𝟐. 𝐒𝐨𝐥𝐯𝐢𝐧𝐠 𝐭𝐡𝐞 𝐫𝐞𝐚𝐥 𝐩𝐫𝐨𝐛𝐥𝐞𝐦 What excites me most isn’t the technology itself - it’s the potential to solve our greatest challenge – doing more work, of higher quality, in less time. Today’s robotic systems, while impressive, still require significant manual input and decision-making. Monogram’s pathway to fully autonomous capabilities could fundamentally change how we run our ORs and broader facilities. 𝟑. 𝐓𝐡𝐞 𝐂𝐨𝐦𝐩𝐞𝐭𝐢𝐭𝐢𝐯𝐞 𝐌𝐨𝐚𝐭 From a strategic standpoint, Zimmer Biomet has made a move that will be hard to counter quickly. They’re not just buying technology—they’re buying a head start on autonomous capabilities. 𝟒. 𝐖𝐡𝐚𝐭 𝐓𝐡𝐢𝐬 𝐌𝐞𝐚𝐧𝐬 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐀𝐒𝐂 The real impact will be felt at the facility level. Autonomous robotics could solve the staffing puzzle that’s plaguing ORs worldwide. When you reduce the technical complexity and cognitive load on surgical teams, you can potentially operate with fewer specialised personnel while maintaining or improving outcomes. It’s an exciting time to be a part of the MedTech industry and the evolution of total joint arthroplasty. It’s all in on the digital ecosystem, on driving efficiency and autonomous capabilities. As Arnold Schwarzenegger would say – “𝑤𝑒𝑛𝑛 𝑠𝑐ℎ𝑜𝑛, 𝑑𝑒𝑛𝑛 𝑠𝑐ℎ𝑜𝑛” 

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In dental finance, the cleanest model isn’t always the best one. I’ve seen beautifully built forecasts in DSOs — production modeled by provider, hygiene fully loaded, payor mix dialed in, supply expense trended to the decimal point. Thirty tabs. Perfectly tied out. But here’s the real question for the C-suite: Can you clearly explain the 3–5 drivers that actually move enterprise value? Because hitting your budget to the dollar doesn’t matter if you can’t articulate: • Why EBITDA is $12M and not $15M • Why same-store growth stalled • Why provider productivity varies 18% across regions • Why cash conversion lags despite “on-budget” performance Precision is not strategy. In a scaling DSO, forecasting is not about being right to the penny. It’s about understanding: → Provider utilization → Hygiene reappointment rates → Case acceptance → Payor mix shifts → Labor efficiency → De novo ramp curves → Acquisition integration velocity If you can’t isolate and pressure-test those levers, you’re not forecasting. You’re formatting guesses. Buyers today — especially sophisticated private equity — aren’t looking for a static budget. They’re looking for evidence of command. They want to see that you can: • Explain your assumptions • Model upside and downside ranges • Identify leading indicators • Course-correct in real time • Scale intentionally They are buying your ability to chart the path forward — not just your trailing numbers. Which raises an important question: Does your organization use FP&A as a strategic partner… Or does FP&A build models in one lane while operations drives the business in another? The difference between those two determines whether you grow… or scale. And buyers can tell.

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I’ve spoken before about the role of Independent Sector Providers (ISPs) in cataract surgery and the impact this is having on the NHS. This article in The Times highlights yet again what many of us in NHS hospital eye services (HES) have been raising alarm bells about for the past 5 years. NHSE has facilitated access for ISPs to deliver cataract surgery while some NHS eye units in the country have been forced to close operating lists due to a lack of patients. In many parts of the country, there is now no national waiting list for cataract surgery since Covid due to collaborative working and mutual aid between NHS HES departments and also due to increased ISP activity. Several NHS HES departments have reduced theatre time, been decommissioned from elective care, or restructured their cataract services due to shifts in funding and contracts toward ISPs. The cherry-picking of high-volume, low-complexity cases by ISPs not only fragments care, but makes it increasingly difficult for NHS organisations to train the next generation of cataract surgeons. The more complex and high-risk cases, which remain in the NHS, are not suitable for early-stage ophthalmology residents, further weakening future workforce resilience. I have said before that this direction of travel is short-sighted and risks exacerbating health inequities, not resolving them. Health equity requires stable, well-funded and supported local NHS services. When services shift to ISPs which may be less accessible for certain patient populationse due to location, communication needs, or complex care exclusions, disparities often increase. The Health Foundation data on differential uptake, access and outcomes supports this concern 👉🏾 https://lnkd.in/ekYcf9PU We must ask: What kind of healthcare system are we building? And: Who is it leaving behind? Read the article here ⤵️ https://lnkd.in/eckK5fXm

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