Things have come a long way for Kailesh Solanki since he last joined his brother Prav for a chat on the podcast and talked about winding down his clinical hours to focus on business. 

So how are things going?

Kailesh has been busy since his last podcast appearance, finalising an exit deal for his Manchester-based Kiss clinics that will see him staying on with the brand to open and develop ten new practices.

Kailesh talks about his ambitions for Kiss, discusses the challenges of exit and reveals big aspirations for the next ten years.



In This Episode

01.15 – Catching up

04.26 – The exit

09.54 – The Ten Clinic plan and the partnership model

14.00 – Loss and control

20.29 – Changing challenges

24.24 – Ideal partners

33.07 – Purpose

35.44 – The next ten years

39.01 – Structure

47.38 – Existing practices Vs squats

52.23 – Patient offer and processes

59.19 – Maintaining the vision


About Kailesh Solanki

Kailesh Solanki graduated from Manchester University in 2003 and went on to gain implantology qualifications.

In 2005, Kailesh purchased a practice in central Manchester, which he rebranded under the KissDental moniker and quickly expanded the clinic to a group of three. 

[00:00:00] And with their infrastructure, the things that they’ve already got in place, their existing head office and allowing me to create my own head office, my own infrastructure as well. I just felt like, although yes, I’d lost majority share of my business, I gained the ability to grow a much larger business. And I felt I’d rather have a smaller piece of a much bigger pie as such. She’s, I suppose, the old saying but you’ve got to think bigger picture. If you’re going to do that, then kind of say I’ve got three highly profitable clinics, which I had with a very, very good EBITDA, which I had, and I could sell the whole thing. One hit for a big figure, but then where do I go again? And so this, I’m hoping, allows me to partially exit, partially exit again, partially exit again, but in a business that I love in a bill.

[00:00:57] This is Dental Leaders, the podcast where you get to go one on one with emerging leaders in dentistry. Your hosts Payman, Langroudi and Prav Solanki.

[00:01:15] It gives me great pleasure to welcome Kaley Solanki back onto the podcast for his second visit. Since the last time we had Kaylee Sean A lot’s happened for for him and you know, we’ll perhaps brother, I think that regular listeners will know that Katie has gone through a process of investment and now looking to grow. How you doing, buddy?

[00:01:39] I’m good, thanks. Hey, how are you?

[00:01:41] I’m good. Good. Good to have you back. So the last time we spoke, I remember there was a lot of tears. Hopefully there’ll be some more tears this time as well. But I remember Prav asking you, so what’s the plans for the future? And you said, look, I want to I want to spread my knowledge. I want to get some more people to do the things that I can I can teach them. And what you’ve done is you’ve sold Dental or sold a percentage of it.

[00:02:14] Yes. So obviously, when you guys had me on the show last time, I mean, it was it was great to be on it. And we were going through a really kind of strong transition of kind of rebranding the clinics I was in, not just probably the maturity of our Academy programme where we were teaching. I think by that point we kind of had four or five vets come through our kind of dental private system. And to be honest, business could have never been better really. You know, the clinics were booming, we were out in chairs and growth was going up, profit was going up. So everything was going in the right direction and kind of where I wanted to be and how we discuss things and the last show and kind of moving forward, we wanted almost like an educational platform and we created KIS courses, which was really well received. And you know, we run I think 12 or 13 courses last year and we had we had full uptake of every single day. It was small groups, but it was really nice. It was great to kind of lecture again and be on that side of the table.

[00:03:29] And so, yeah, it was, it was kind of I felt like everything was going in that, in that direction of how I’d kind of envisaged it going. But you get to a point like in anything where you kind of run out of time, run out of not not energy is thought. It’s just time and it’s just the ability to kind of keep on pushing stuff. And so a decision kind of had to be made on What do I do? Because as we discussed last time, I do a lot of clinical dentistry, I then do the teaching, I’ve got the vets and try to have a bit of private life as well, try to socialise every now and then on the MSN course with you. And you know, there’s all these different little avenues that I do, but at some point you kind of think it’s 11:00 at night and I’m not stopped and I’ve not stopped for months and months and months. And so I kind of really wanted to just evaluate where I wanted to be and where I want it to go.

[00:04:26] So you sell to dental, dental beauty partners or you sell, what, 60% of your business to dental beauty partners?

[00:04:32] Yeah. So kind of what happened was probably pre-COVID before I decided to grow and rebrand and so on and so forth. And there was some offers on the table from, from other corporate groups at that time. I kinda was a little bit down and out about dentistry. I’d been doing it for a long time and I think I’d just worn myself out and for many reasons, some not due to me, others due to decisions that I made. And none of those deals kind of went through. And I think in my heart I just didn’t want to sell the whole business. I just didn’t want to be the guy that sold and then worked out for three or five years. And then for what I do now. And then Dental Beauty came about by a broker called Max from Pluto Partners that basically I was quite tight with. And he kind of came to me, he said, I think we’ve got a good deal on the table here where you can sell it. You know, you’ll have to sell a majority share of your business. So 60%, which is what was on the table. But they want to then look at using you as a vehicle in the northwest and really expanding your brand and pushing dental out and and doing all the things that you kind of want to do, but just, I think don’t have the infrastructure, our energy to do.

[00:05:51] And so, so yeah, it kind of just fitted far better for me because I was at the time 41 I still feel I’ve got a lot to give in a role where I feel a need to be kingpin of the of the of the clinics that I run and. Have a lot of kind of knowledge to give to the younger clinicians, and I didn’t want to lose that at this point. So it was just really important that the deal structure had to be right. Which which men then, you know, dental beauty or a large group now 30 practises, I believe in the South, but mainly mixed practises that their idea is by mix practise and revamp it, let it grow, double the turnover. Bosh You’ve got more profitability and we move on to the next one. And Chris essentially is fully private, no NHS. We are aiming for very high end dentistry. We aim for those patients that are very like discerning patients who really want that, that top end treatment.

[00:06:56] Our model is more squats, our model is more built from from the ground outwards, but using our our heavy branding and marketing to really push those clinics forward. So we weren’t going to step on each of us toes. And I think it was just going to be a very, very good fit. And with their infrastructure, the things that they’ve already got in place, their existing head office and allowing me to create my own head office, my own infrastructure as well. I just felt like, although yes, I’d lost majority share of my business, I gained the ability to grow a much larger business. And I felt I’d rather have a smaller piece of a much bigger pie as such. She’s, I suppose, the old saying, but you’ve got to think bigger picture. If you’re going to do that, then kind of say I’ve got three highly profitable clinics, which I had with a very, very good EBITDA, which I had, and I could sell the whole thing for one hit for a big figure. But then where do I go again? And so this, I’m hoping, allows me to partially exit, partially exit again, partially exit again. But in a business that I love in a bill.

[00:08:10] I think when I was when I was speaking to you about this pro and we were having conversations of what next? You were entertaining conversations from the usual suspects or the different offers on the table. And it was like, okay. Sells. He gets a large sum of money in the bank. But you’ve got you’ve got something that I definitely don’t have at this age right now. You have just got a crazy amount of energy and it almost felt too early for you to do your big exit now because you’ve got so much more to give, so much more ambition to grow. And, you know, I think there’s one thing that Max told me right at the beginning when when we were talking about our exit and it was, you know, the right deal has got to be the right deal for the right person. So the right deal for me was getting out of the game. The right deal for you was, I think, doing what you did, you know, getting some money, getting some cash in through the door so you could sort of, I guess, have a nice cushion beneath you. But then having that vehicle and that infrastructure behind you to just go again and I’ve seen it myself, you know, it’s almost like the drive you had back in 2005, 2006 is back again. That’s what I am saying. I’ve seen that that clash with that drive, that ambition, that that, you know, new start of ambition you had in 2005 and six with a degree of aggression is back.

[00:09:39] Yeah. Can I kind of.

[00:09:41] Kate what do you think they bought. I mean the brand I get that but you write I mean these these these ten, ten clinics you want to open.

[00:09:53] Yeah. I mean.

[00:09:54] What’s going to I mean, have you discussed what’s going to be the different roles and what’s going to happen? What’s Dev and his team going to do and what you’re going to do to spell that out for us?

[00:10:02] Yeah. So I think to answer your first question, you’re right. I think, you know, they as the as the as the dance team told me, like a 16 page dossier about me specifically to Nordic Capital and EDG, who were the fund they’re funded by on the basis that they wanted this deal. But I think essentially when you break it down, they kind of wanted me. So it’s one of those that I kind of think to myself, you know, that’s great. But there’s still that degree of pressure on because, you know, you’re in that situation now where you are now saying, I’m going to do this, I’m going to do the ten clinics and I’m going to, you know, in the next 12 months. And I want them to be profitable, as profitable as my existing businesses are. And that’s what this business plan relies on. So for me, there is some pressure. But then, you know, Devin, the team that’s really helped me. So the helping with finance, the helping with HR, the helping with payroll, the help him with, you know. The ability to just sometimes bounce ideas off people that are in the in a similar situation and kind of get their take on how we can progress and how we can build. And sometimes that little bit of information is pretty invaluable.

[00:11:22] Yeah. What would you say is the difference in the approach of dental beauty to what you would naturally do?

[00:11:31] I think I call both both clinics. Both groups are very aligned to like wanting patient care to be there and which is why they they use the partnership model. I really think the partnership model for kids is going to hopefully work super well. But I think like the difference is I suppose are because there’s so much more ahead in respect to I suppose what they do number of clinics, number of partners, infrastructure, you know, a lot of it is is kind of geared by numbers and by spreadsheets and by, you know, all the kind of business stuff that goes on with all of that. And at the moment, KISS is in the infancy of that. And so aspects of it I love because I can kind of now see kind of what our KPIs are or what they should be and what what our targets are and how are we going to be driven and, and how, how infrastructure in a larger organisation works. And I love that because it gives me a thought to say, well we need one of them or a need and integrations manager and I need an operations manager and I understand the reasons why we need these things now.

[00:12:48] Whereas I would just generally get one of my existing staff and stick them in a different role, and you do it because you trust that person. But maybe that in might not be the right person for the job, but then you don’t want to really bring someone else in. And recently we’ve just brought an M&A manager in for KISS and she used to work for BUPA, but she she’s come as an external. But I believe we need that to grow and to find sites and to find existing practises. And so it’s kind of what I really like is as opposed to differences. The main difference, I suppose, is their business strategy or them strategy and how they grow against the strategy and how this is going to grow. But I think everything else we can really work together to to hopefully produce a really strong secondary group in the north, you know, in my view, is to really combat the Northwest, whether it be Greater Manchester, Merseyside, Cheshire, Yorkshire. Those are the kind of key areas that I want to be in in the next next year to two years. Really.

[00:14:00] So. Okay. Did you go through that traditional thing that entrepreneurs go through when they sell their business? I know you haven’t sold it all and I know you’ve got plans for the future, but that that sort of sense of loss that people talk about.

[00:14:13] Yeah.

[00:14:14] You do know you’ve been you’ve been working at this for 15, 16 years now.

[00:14:18] Yeah. It’s you know, it’s a tough thing because when it’s all yours and you kind of feel like, well, I can do that. I can make that decision because it’s my decision to make. And if it goes well, then amazing. And if it goes really badly, then I’ve only really got myself to blame and kind of moving forward. It is tough that when you sell because you have this relief. I remember when I first set up the very first kiss, I think I had 900 or £800,000 worth of debt tied into that first clinic. And then you get to this point where your debt you’re a debt free business, which we were and we still are. We did big numbers and made very good money yearly. And, you know, life life is good, but, you know, life is good because you look at it at a snapshot in time. And, you know, we go back two years and every clinic in the country was closed. Then it was COVID and life was not good and things still needed pay in and this needed to be done. And, you know, to be brutally honest with you, to have a decent lump sum in the bank so that you don’t then need to stress about things is is a really important aspect of why I considered to pull some cash out and do a partial exit now. But yeah, it is sad because it’s sad you feel like you’ve lost a little part of your baby. But, you know, I kind of was was also excited because of the way it went down. And I think if it didn’t, wasn’t this deal, it wasn’t this structure. I genuinely feel like I probably would have lost my mojo pretty quickly, whereas now I’m probably working harder than I ever. I’ve been because as I’ve said, I’ve got that almost that fight back to to ensure that this next level this next step for Chris Dental is a is a really successful one.

[00:16:18] What have been the challenges to you? But I know we’ve we’ve just brought the concept of grief and loss and that that letting go, you know, you’re a control freak. You like to be in control of things and now you’ve let go. You’re not you no longer in control. I guess you’re in control of certain elements. And so what’s the plan for the next part of your growth in your ambition for what? For what you’ve got the fire for? You know, the two groups are different, the kiss and the dental beauties you’ve identified. But what is the plan now moving forward and what and what timescale do you want to achieve that?

[00:16:54] And I think I suppose like control is, is one of those things that you feel like you’ve got or you don’t have in any business. You know, we laugh and we joke and sometimes look at what’s going on around me. And I’m sure most practise owners can can kind of sympathise with me. But you sometimes go into your practises and you think, who’s made all these decisions because they’re terrible, you know, and things are going on around you and the place is falling apart. And then other times, you know, you kind of things are going amazingly and you’re like, Yeah, of course this is all me. And so I think control is like very, very perceived, perceived by many in very different ways. I never really was that control guy though in KISS majority of his staff, if you spoke to them, said, yeah, you know, they respected me when I made decisions. Those decisions were definitely done. So the hopefully, generally the great good of the business. But I do believe that, you know, because I’m still there, because I’m still CEO or clinical director or whatever you want to call me, I’m still the boss there. And to be honest with you, that day to day running, that decisions that we need to make to make sure the business stays successful kind of Dental be a pretty cool they like.

[00:18:14] K You just do what you need to do and you make sure it carries on doing what it does. But then if we talk about me personally and my ambition and my my drive and what I need to do and actually I need to do less than industry. And that is the long and the short of this whole next chapter of my life. Because as much as I love doing the teeth, I kind of need to drop my clinical time down to probably two days a week, really in the next year. I’ve already dropped down to three as soon as the deal went ahead. And that’s hard because you’re right. I’ve got the biggest thing for me is not business control, by the way, is actually clinical control, wanting to do the big 24 veneer cases or the full mount rehabs or the all the armfuls of dental. That’s what I want to do. I want to control that and I can’t, because if I carry on doing that, I will be working solidly in the business. And as the old saying goes, not on the business.

[00:19:14] And unfortunately, it’s really pinnacle imperative that I now work on the business to to grow it and grow it well, really support my new partners that we’re going to be taking on board. So they grow their businesses as well. And I can’t do that if I’m starting my surgery five days a week. So that’s, I suppose, the biggest loss of control. But then for me, ambition wise, the biggest ambition is to be that next leader, not the leader in clinical dentistry, just the leader in both the clinical side still giving support and ensuring that standards of care and showing that dentistry is done to exacting kind of standards and quality, but also making sure the groups, the teams that we build now are going to be super happy and kisses. The brand stays as that happy, friendly kind of brand that people come and see because they love the staff and they love the environment. And you know, everyone smiles and that kind of thing. And, you know, pay has been to our clinics many a time and he always comments like stuff just lovely me. Then I tried to hire the people I think I can get on with and I don’t want those things to change.

[00:20:29] What are the challenges you face as a different type of business owner? So you’ve gone from this guy who’s like super clinical and it’s almost like you’ve changed as a business owner. You’ve had to adapt and develop new skills, whether it’s interviewing new partners for these next ten clinics or having meetings or having structured, I guess, working on the business more so than you ever have done before. What are the changes and adjustments you’ve had to make and adapt as a business owner?

[00:21:00] I suppose it’s like it’s like anything. When you start going more into business, you’ve got to understand numbers, you’ve got to understand spreadsheets, you’ve got to understand balance sheets, you’ve got to look at projections, business plans. And to be honest with you, when you start looking at these things, I’ll be honest. I just wanted to go back to doing teeth because I’m like, Fuck is all this, you know? And people are like, like sending me like, right. We’ve muddled up this clinic that we’re going to be setting up for our partner in Bolton. And I’m looking at it and I’m thinking, just where’s the bottom line? Where’s the bottom line of this? But really not the be all and end all, because I’m kind of seeing how it needs to be modelled out and I need to then actually sit down with that partner and be able to explain this business plan to them and explain this is how we get to these figures. This is what we’re expecting to spend. These are the reasons we’re expecting. And to spend it. And if you do what you say, telling me you can do and we market as we’re going to market these the numbers on a month on month year on year basis which is why you’re going to get this dividend and it’s why you can earn this money and it’s why you’re going to at some point exit for X.

[00:22:13] And that was the probably the hardest thing for me to comprehend and get my head around and kind of now it’s almost like second nature to me. So when someone sends me, you know, at the times and the financial team had done CBC will send me business plans and and models I’ll I’ll scrutinise them and I’ll say I think we’ve got this bit wrong and I think this is this needs to be increased because I think we need to spend more here or I think, you know, this associate actually who’s going to be a partner can grow better than that. So we need to have this. And so yeah, I suppose understanding that which was a, which is more difficult for me because I’m not geared that way. It’s probably been the hardest kind of change to what I do, you know, talking to partners, talking to dentists. I just genuinely believe that I can do that. I’ve done it all my life. I do genuinely believe I’m passionate about something. People are passionate around me about it and they kind of want to be in with that which is which is great because I genuinely believe bringing partners in and, and the right partners to partner up with our new clinics is not going to be the most difficult thing.

[00:23:22] It’s finding the right ones to ensure that everything is met. Quality, looking after my team, looking after the staff, looking after the patients. That’s the most important thing for me. So those things I think have got that skill set already. But it was more the kind of business side which was which was hard to get my head around initially. I mean, death is like a frickin numbers genius, so you kind of sit and chat with him. He talks so fast, it talks like a million miles an hour about and this manoeuvre and I’m like just going way over me and I’m like, You need to slow down, dude. Just simplify this for me. Tell me what’s going on. But that’s him because he is very much more geared as a businessman, I would say, you know, it’s more natural to him. He can look at numbers and accounts and stuff and he’s like that on it. He’s just quick, but not everyone’s got that skill set. But as long as I learn that and I can understand it and I can compute it in my own time, it allows me to then at least be on the same level as these guys.

[00:24:24] Okay. For this for the partners that you’re you’re going to choose, what would you say is this? Let’s start with the minimum skill set that you think a partner of kis dental would need. And then give us what would be your ideal partner? What how many years out, what doing or what kind of work? What kind of person?

[00:24:47] I kind of want partners who can do an all round level of dentistry. So, you know, and I talk about a lot and I genuinely believe the world is going Invisalign bleaching, bonding, mad, which is fine. I believe it’s a very good treatment modality. I’m super happy to provide it. Obviously our practise is provided in a very high, high amount and with all our clinicians, but that isn’t the 8 to 8 is at a dentistry. And so I want my partners to be able to almost be a leader in themselves. So be the guy that if if someone says I’m who’s a little bit maybe less senior than that person, what you think about this? What would you do? Like let’s talk about treatment plans. Let’s talk about this. You know, sometimes you can’t just throw Invisalign. That’s it. And that is something that I need them to be able to do. I want them to be an all round clinician that can do ceramics, that can do bonding, can do orthodontics with Invisalign fine, even if it’s fixed and fine, you know, but can do also general work and understand the more complex stuff. I’m not asking them to be able to achieve that. We’ll have clinicians at different sites to be able to refer to, to be able to do those things. I don’t want them to be amazing implantable objects or anything like that, but also understand the concepts of implant ology.

[00:26:16] So dentistry, I just want them to be decent. All rounders don’t want it. I don’t really want superstars. I don’t want the guy that grosses 200 grand a month. It’s lovely to have that guy. But all the clinics I’m trying to set up a partnership clinics. And what that genuinely means is that guy who can do that 200 grand a month or 150 grand a month or whatever they grow, which is very big numbers, by the way. That guy can keep on doing that the rest of his life. And his options are. He carries on because why would you buy? How would you build a clinic or buy your own clinic? You’re doing that kind of level with no hassles, no problems. Probably walk around with over half a million quid a year with no stress. So option one is crack on and keep on doing it for the rest of your days. But you are it is labour intensive. And I know that because I’m one of those guys and I’ve been doing it for 16 years and you get knackered. And then your next option is do what I did. And bye bye clinic or set clinics up. Back in 2004 2005, believe me, market was different, marketing was different, and there wasn’t many people doing it and doing it well. So I hit the ground running, really doing that now with a squat and trying to get that level of new patient influx and gain turnover and stuff.

[00:27:49] It’s going to be more difficult. Now, this guy that’s doing 200 K is probably pulling 100 K a month just on overheads. So the only way he now makes is half a million quid a year plus is get more dentists in, build a big machine, have to spend more money on marketing. And it’s almost like this vicious circle. And what does he do then? All. The third option is kind of what I’m offering, which is like, you know what, let me go into a clinic which is already well branded, which has got all the infrastructure, which has got the marketing machine behind it and, you know, not telling anyone things that they don’t know. Kiss brings in 300 ish private patients a month. Now, from my point of view, we all have a level of marketing and that will just increase in the areas we set up. So now you’ve got bums on seats straight away. You can still do your decent numbers, but if you don’t want to go so hard. That business should still accrue some money for you. So, you know, 16 years down the line, you’ve got an asset. You’ve earned good money still. You’re probably still doing your half a million quid a year. You can exit for a decent wage at the end.

[00:29:10] Kate. Kate. The kind of guy who’s who’s grossing 100, 200,000 a month has got many, many options. Yeah, you’re right. He’s he’s doing very, very well already. But I’m more interested in the kind of guy who, by the way, I know in your world, doesn’t sound like the kind of guy who’s grossing 40,000 a month. That’s a decent gross. 2000 a day. 20 days. Yeah.

[00:29:36] Yeah.

[00:29:37] Are you interested in talking to that guy or you’re not interested in talking to that guy?

[00:29:40] Yeah. 100% interest in talking to that guy. Would that guy straight away be a partner for us? I think what I’d want to do is bring him on as an associate. To start with, I believe, a guy that’s doing about 40 to 50 a month. Gross I can probably get them up with some education, and that’s not dental education. That’s not me telling them how to drill teeth or whatever. That’s education and understanding how to treatment plan more methodically, how to get better uptake and and just understand what I think cosmetic dentistry sometimes requires. I think at that point then that person will grow to 60, 70 a month easily. And then we sit down and we then say, I think you’re at that point now, I think well rounded. You’re doing good numbers. Let’s consider a clinic for you and bring them then on as a partner for a new clinic. And I think that is kind of that process. But you don’t want the guys, if I’m being honest with you, pay that, do those massive numbers because you’re also asking them to run the clinic. And so they’ve got to cut down their clinical time to be able to really put energy into looking after the staff and looking after the team and understanding again the numbers and making sure targets are met and all those different things that a good partner would do.

[00:31:10] But you’ve got to support them to do that. So the guy that’s doing those super, super big numbers, all they’re thinking about is I want to create this vehicle with kis dental to just be able to do those numbers there. And I’m kind of educating them and saying, listen, dude, like you don’t need to do that all the time. Like it will kill you in the end, like. Gross Like, if you’re doing big numbers. Gross 100 K, do three or four days a week, really concentrate on that business, grow that business with all the guys that you can teach because you have got an exceptional skill set. You’ve got a skill set that patients trust you, you do good treatments and you do good numbers. So now teach the other guys how to do that and and pull back some dividends at the end of every year. And now you don’t have to work at that. And no, Dennis is going to say hand on heart, five, six days a week solid. They love it.

[00:32:03] They’re doing 12 hour days. It’s hard. Graft is it’s labour intensive. And so from my point of view, it is genuinely important to kind of get them out of the mindset. You know, I’ve got I’ve got a really good associate, you know, he’s my cousin Caution. He grosses really big money. And I’ve said to him, I’ve said like coach, like, dude, this is great and you are exceptional at what you do. His work is beautiful, so it’s not like he’s quick, fast and shit. He’s quick, fast and very, very good at what he does. And that’s how we can do the numbers he does. But ultimately, I said to him, Are you still going to be doing this in ten years time because you are breaking your back, doing what you’re doing now, you can’t physically do any more dentistry. So at some point you want something else which is going to give you an out, which allows you to just still love what you do. Because the guys that do that level of dentistry, genuinely, I believe that don’t just do it for the money. The money just comes because they’re great at what they do and they actually love doing the dentistry.

[00:33:07] Yeah, yeah. Kate, I actually want to get to that. Yeah. Because I remember you when you started. Yeah. If we, if we go down the sort of the purpose led part of dental, your purpose back then was to change the face of dentistry, to turn it into something exciting and, you know, fun and all of that. And what I’m getting from you now is your purpose now is to teach other people. Would that be right?

[00:33:37] Yeah, I kind of I say to all my associates and obviously all my sales is super younger than me. And I kind of say, listen, you can guys can do what I did. I did it. I’ve done it for 16, 17 years. And don’t get me wrong, they all know I’ve led a very good life and I’m very thankful for all of that. And I’ve done amazing things and the profession has allowed me to do all of that. I was like, But wouldn’t it be really nice that in five years time, which I’ve never had in five years time, you can earn really good money every year, and then in five years walk out with a couple of million quid in the bank, solid set. And I was like, When are you going to get the opportunity to do that in dentistry? Staying in dentistry and I, I understand there’s, there’s dentists out there that are businessmen and they have all the other things in all the pies and all those different things and make a lot more money from those things than they do in dentistry. But what we got to understand is the majority of dentists, they’re not like that.

[00:34:41] The majority of dentists are dentists. And that’s all they know. That’s all they understand. And it’s the only way they can make money and make a living. And so it’s a matter of for me getting them to understand that yet you can keep slogging your bollocks off and you can keep doing what you’re doing and you’ll earn a good living. But if you get ill, if something happens to your hands, if something happens to your registration, you’re in a bad place. Whereas with this ideal, you know, I’m trying to create something which is going to give you a real nice nest egg at the end of it. It’s going to allow you to carry on doing the dentistry you want to do in an environment that I believe is still all those things I wanted them to be in 2004 2005. Exciting, fun. You know, vibrant and with our new branding and and kind of just re revisiting everything that we do at case I do genuinely believe we still have all those qualities at all our clinics.

[00:35:44] So what does the next ten years look like for you, bro? Is that you? Out, done and dusted.

[00:35:51] No like kisses. Kisses obviously evolved. We started off, as Pei said, as this clinic, which was like, Yeah, I would probably say super fun at the start, you know, completely different to anyone else had done. The marketing was completely different and blew people out of the wall and they didn’t like it really. And now we are aiming to do that on a much larger scale across more areas and more platforms. But my ideal is to just keep growing it. Like, you know, I’ve got probably I’m 42 today, by the way. I’m doing this podcast on my birthday.

[00:36:29] Happy birthday, bro.

[00:36:31] Sorry.

[00:36:32] But it’s kind of one of those things that. Yeah, of course, I just want it to grow now. I want it to be successful, you know? Edg The European Dental Group have, you know, expressed interest in, in the excitement of the model that I’m proposing, but also expressed a little bit concern and worry because it is very bullish. And so we got approved that right now we’ve got to prove that that model works. I believe it can. I believe we can do what what I’m going to set out to do. We complete on our first partnership practise today as well, which has been super I’m super, super happy about. And it’s with a really close friend of mine and Dr. Randy McLean, who is going to be our first clinical director, our first 5% shareholder of our first partnership clinic. So, you know, things are going in the right direction for me and I just really kind of want to now like build on that and grow and grow and grow. And even if like old P firms flip in the next two, three, four years, if I have the ability to stay on and carry on building my business and building my empire, that’s kind of what I’m going to do because I haven’t done this to then exit in a couple of years time and be done.

[00:37:49] Otherwise I might as well have just been done. I could have got a decent pot of cash if I wanted to and sold the whole thing now. But that’s kind of not my my end goal. My end goal isn’t really, really about the money. Believe me, I’ve got everyone has a number and I’ve got a number in my head where I want it to be in five years time. And and if that is good, then, you know, that number is life changing. But ultimately that’s by the by really. Like I’m comfy now. I just kind of want to make sure I can I can grow this baby and I can make sure that I just want it to be about like, obviously I’m probably quite precious about it, but I want it to be everywhere. I want it to be in most cities. I want kids dental to be the known clinic to go to for cosmetic dentistry, and I don’t think that’s unachievable. I genuinely believe we’ve got the strength in the brand and with our branding team, with our marketing team, we’ve got a really strong in-house team now. We’ve got a really strong external team headed up obviously by to help. So there’s a lot I just think, you know, all in all it can be unstoppable really.

[00:39:01] Can you set up you set out what it means for the partner. I’d kind of like to go in a bit more detail about that, though. First, is the 40%, the deal that you’re going to do with everyone, is that is that the way it’s going to be that the partner will have 40%?

[00:39:17] Yeah. So ideally for us, because what we do in the moment is we set up squats, what we what our aim is between myself and Denzil Beauty. We will we will hold 60% of the clinic and the partners would hold 40, I think, kind of giving.

[00:39:34] And so the cost to me through the costs part, so the squat is going to cost X to make to build and all that.

[00:39:43] Yeah, if we just talk basic numbers, let’s just say a squat was going to cost half a million quid to me.

[00:39:49] Yeah.

[00:39:49] Then on the basis of that cost because there is no there is no business there per say, it is all equity that goes in to ensure that that that clinic can be built and so on. On the crude is the terms you probably looking at the partner putting in a couple of hundred thousand myself and then still putting in the 300,000 and we’ve got the money then to kind of get this clinic off the ground. That clinic.

[00:40:19] And then what about the. What about the the the the the working capital?

[00:40:24] Yes, the working capital goes in generally by the by the group. So we would generally levy a little bit of debt for working capital and things like that. And that would come from ADG, like the European Dental Buying Group and Dental Beauty, essentially. And so the working capital would be considered all build costs of furniture costs, all equipment, cost, marketing spend. Everything is considered even down to staffing, recruitment, the full, the full.

[00:40:55] As the partner as the partner I’ve put in my 200 grand. Yep. Is that it or do I have to put in more.

[00:41:01] No, no, no, no. So you’re done. So is the partner you you now your 40% you’re 200,000 you’ve invested in. You get the full kiss dental machine. That’s what you get. So you are now clinical director of that clinic. I tell every partner you are responsible. I am not here to kind of I am there in a way to hold your hand if you need it, hold it. But essentially we will train that partner. We will ensure that they are well versed in in all the basic aspects of running that clinic. It is on them the decisions they make, the staff they hire, the offers they run. The marketing may be internally that they want to do. It’s on them, but we will support them along that way. We will support them with the main external machine, both in respect to integrations, operations, marketing, payroll, everything, HR, the lot. And they don’t pay. They don’t pay anything.

[00:42:02] Let’s say let’s say three years in my circumstances changed and I’ve got to off I’ve got to move, move country and go somewhere else. Now I want to sell I sell my 40% to a new partner. Is that how you envisaged it?

[00:42:17] Generally, the first consideration is no, that’s not how we envisage it. So it’s usually a five year deal. And so the five.

[00:42:26] Years, let’s say so after five years, let’s say after five years, I want out, I sell my 40%, which is now worth a lot more than it was on day one.

[00:42:35] Yeah.

[00:42:35] To a new partner. Is that the way you.

[00:42:37] Yeah. So the way that it works is actually, we would look at buying you out at that point and we would give you a guaranteed seven times multiplier on your on your value share as long as you are what we would classed as a good lever. So you just need to ensure that this clinic isn’t solely which is again going back to why I don’t want the superstars grossing 200 grand them on. I kind of need that partner to to almost have signed out of that clinic. They’re kind of earning the dividends from everyone else working and it is generally associate led and if it’s not associate led at that point, take 12 months, get it, associate led because if you sign out now I got back to you in and what you do and take that out of my calculation and what I’m going to pay you times seven times seven. So ultimately it’s in your best interest to ensure it’s a very associate led very quickly. And if you look at the model in dental beauty, that’s why if you look at the majority of partners with Dental Beauty, they own two or three clinics. And why do they do that? Because they understand that actually I’ll do one day a week. They’re one day week, they’re one day a week. They’re clinically. But then enjoy the time. I want to run these babies to make them super profitable so I actually make my money without doing a great deal for my dividends per year. And when when I do want to exit, I can exit quickly, cleanly and actually to a high, high level of profit.

[00:44:09] All right. Now, let’s take the other scenario where, I don’t know, dentists or my dentist or someone comes along and buys dental beauty partners. And I’m one of the partners. What happens there? I still own my 40%. And this this new buyer owns the other 60%. Is that how it would be?

[00:44:28] Well, kind of when when the actual P firm flip so if you imagine European Dental buying group now decide to decide to sell. We all we all have faces. Yeah. They all we all basically have an initial push. The initial kind of push is is 20%. So everyone at that point has to relinquish 20% of their shares. Yeah. Yeah. And so that’s across the board. That’s myself. That’s all the partners of Dental baby. That’s all the partners of KISS that all of us. And so what we what we left with. But when we do sell that, do that sell. Whatever that EBITDA is, they’re getting seven times guaranteed. If they put in 200 grand and now they’re I don’t know, the day’s worth 200 grand. I’m going to get seven times that minus that 20%. You know, a lot of these a lot of these deal structures, the walking out on the first push with a clean million quid.

[00:45:34] Yeah.

[00:45:35] And then they’ve still got 20% in skin in the game to ensure that they are still running that clinic, pushing that clinic, getting dividends yearly on that clinic. And then it’s their decision at the end that five years to carry on, is it just making good money that they’re one day a week it’s been run by everyone else? Or did it say, actually, I’m now in a position and kind of want to sell out and get get rid of my remaining 20% and they’ve got the option to do that.

[00:46:02] It’s interesting.

[00:46:04] So it’s not a lifelong commitment. Well, it’s it’s a real nice way to from their point of view, to do what they’re doing now, to understand the running of a dental practise, which I think is a growth in itself for a person, and hopefully to accrue a decent level of capital over a short period of time. And if you put in 200,000 in and at the end of it minus your earnings, the business does well. And you and you come out with, let’s say, 2 million quid plus what you’ve earnt, plus your dividends. You’re essentially looking at a ten times multiplier on your money, which over five year period, if I offered you that deal, you take it, take it. You know, and so and that’s the deal. That’s generally or at the moment on the table. And I genuinely believe the numbers I’m talking to you about at this point. That’s those are realistic numbers. They’re not inflated numbers. They’re not picked out of the sky. They’re numbers that we’ve methodically gone through price per patient, new patients coming through the door. So how many are coming through the door per month, on month? How does that increase to get to a turnover, to get to profitability, to get to an EBITDA, to then say we’re going to go for a multiplier of that and that’s how you’re going to get to that ten times or 12 times or seven or eight times your initial investment at the end of that five years.

[00:47:38] And then pro, what about existing practises? So we’ve been speaking about slots and you know, a partner say putting 200 grand in they they become a squat and whatnot. But what about a practise that’s doing okay and not breaking any records? And they say, you know what, I’d like to rebrand 16 or I’d like to become a kiss dental. Is that an option in your mind? If that is an option, what’s the what are you looking for in that practise?

[00:48:08] So firstly you’ve got to look for Expandability. So you look at a clinic, if it’s a two or three surgery clinic, and there’s no ability to expand it. And we look at run rates. So if we look at the run rate of the three chairs that they’ve got and the run rate, the chairs are at 400 grand each a year. You know, the business is doing 1.2 mil. I mean, how much more can I grow that I might able to grow two of the chairs because one of them’s going to be a hygiene chair. I’m going to probably grow two of the chairs to maybe five or 600,000 a year. I might get a super associate and grow one of the chairs to 800 grand a year. But ultimately, I haven’t got the ability to put a fourth or a fifth chair in to get my run rate higher and to get my growth higher. And also a practise like that, I’m buying at a quite a high rate because because dental practise is going for decent money at the moment. So on the basis of that, it’s really difficult to then say I’m going to buy that on the basis on the basis of it’s just mulling over because yeah, I can increase fees, I can introduce treatments, I can get better clinicians in. How much more is that clinic going to grow? Whereas if I then look at a clinic and things like that, but there’s expandability of four or five chairs, then we start to speak, then we start to think, okay, there’s an ability, because even if we stay at £400,000 run rate per chair, but now I’ve got five chairs running at that.

[00:49:44] I’m already winning. And then on top of that, I’m looking at the partner who is the guy that’s going to be running this place is the existing principal running it to the ground. So he can’t be the partner here. Does he want to stay on? If he wants to stay on, is he going to be cool with me bringing someone else in and saying this guy is going to run the show from now on? Or can I maybe speak to that principal and say, if you’ve got the belly to run this in a different way? And so it is more difficult with existing clinics, as everyone knows, you buy existing clinics, you buy existing baggage. And that’s unfortunately the nature of that beast. And I’ve done that myself personally. And sometimes the gold mines, if you can get past that and get through that. But that’s why I find the squat model more attractive. I’m none of my clinics that I’m setting up are going to have any debt. So when we do go to flip, when we do go to sell, the actual level of that business is going to be much stronger. And so I’m not saying no to existing clinics, and I’ll be brutally honest with you, in the last three months, I’ve probably been to look at 15 existing clinics in the north west, and I pretty much turn the majority of them down.

[00:50:58] A lot of them are old houses that have been converted into practises. You know how difficult it is to convert that into something that flows and that works with the how you want to now create a patient journey and a patient flow and and kind of get them to integrate through with a coordinator and with a, with a finance team and all these different things that you want to try and guide them through to ensure that patient feels special. You can’t do that in a tube down. It’s just physically impossible. And so can I. Then look at that site and go, actually, 2 minutes down the road, there’s a beautiful commercial unit which is 3000 square foot guaranteed to put five surgeries in it. And I can produce the most beautiful clinic there. And now I don’t have to buy a clinic for six, £700,000, but I’m still in the same area. The only thing I don’t have is that existing patient base. But if a market well in that area, does it matter? And so for me, that’s the reason the squat model for me works better. I understand why the existing clinic model for the dental beauty team works really well in the South, but I’m not interested in buying mixed clinics. And so for me it’s got to be high and private clinics and the majority. I already run a decent rate anyway.

[00:52:23] Okay. What about the patient offering as. As a patient? Why do I choose kiss dental?

[00:52:30] And I think in the Northwest now, you probably choose kiss dental because it’s it’s known it’s a well known brand. We’ve been treating patients for 17 years. So the majority of people I had three consultations today while I was working actually, and all three came because someone they know has had dentistry, a kiss. And so the growth of that is just exponential. Over the years, it’s just been something that has just increase and increase and increase. And then on top of that, they come to kiss because it’s the visuals. Why did we rebrand? Why did I spend last last year over £1,000,000 rebranding my three clinics? I did that because now when we run our social media campaigns, when we run our videos, our stories, all the different levels of sort of marketing. It’s a beautiful environment to be in. And if it’s a beautiful environment to be and people want to be a part of that and people want to be at the latest launch, they want to be at the best restaurants. They want to be in the nice shops. They want to shopping Louis Vuitton, they want to do all those different things.

[00:53:40] And why? Because it’s attractive. It’s very it’s a very nice thing to be done. And when someone says, where did you get your teeth done? You want to be aligned with that. You want to be the kiss. And so that’s what we’ve aimed to set up. And so the patient offering from our side is the quality of dentistry. We showcase our dentistry on a day to day basis, and the dentists that I hire, the dentists I train, I genuinely believe they produce some beautiful work in the note and some of the most beautiful work in the north west. And I stand up to that. You know, there are clinics in the north west that are, again, really well marketed, but, you know, dentistry wise and not not on par. And so dentistry for sure. But then secondarily, I do generally believe marketing is a big pull and then reputation is the third pole. And I think those are the three things that we are we are wanting to utilise to really push forward in the new areas and I think patient offering is going to be I want to be a part of that.

[00:54:47] You know, marketing has always been a centrepoint for Kiss Dental, whether it’s the brand, your socials, the content creation, the team that you’ve now got internally. But one of the evolutions that I’ve seen or the changes that I’ve seen in KISS is that you’ve gone to this call centre model, right? You’ve taken away the hustle and bustle of the practise away from the practise so that the the patient experience is just that. And the back end or the back office, the, the chasing, the leads, the lead management, the.

[00:55:21] Tko.

[00:55:22] Management, all of that is now in a separate location. Just tell it tell us a little bit more about that process, how you’ve gone about putting it together, the team you’ve put together, and how that’s go with. Because it’s still early days, isn’t it?

[00:55:37] Yeah. I mean, to be honest with you, it was something I wanted to do about I would probably say about six or seven years ago. I genuinely believe that the worst thing on a reception is a telephone. I think the second worst thing on a reception is a telephone. And I think the third worst thing is the telephone. It’s a nightmare, isn’t it? Because you want your patients to have a very bespoke experience and they’re waiting because someone else, your receptionist is on a call with someone else. And that call could be talking about all sorts of stuff, inclusive of private stuff, monetary stuff, and you kind of just feel like this is really bad and just I just feel I feel for the patient. And what I wanted to do is create a reception desk actually to just be me angry. I welcome to this demo. Let me take you where you need to be today. Have a seat. Do you want a drink? Give us a bit of time. Then she’s going to see shortly. Job done. And that is essentially what a receptionist should do. And for me, we’ve really invested hard in our reception team and not from the dental sector. We’ve taken it from hospitality and recently we’ve hired managers from like the Ivy and and really good quality hospitality institutions to ensure that the people that are our meet and greet guys and girls are very good. But that’s all they do. You’ve then got the team in there in private zones. Are you receptionists, your CEOs or whatever you want to call them that then will look after that patient from that point and they will take money in a private area. They will talk to them about treatment and they will book appointments.

[00:57:26] And that’s literally all that happens front of house in a dental practise from my point of view, because everyone else passed that. We have set up a head office in in Greater Manchester and in that head office we’ve got a team that just looks after new patient leads. So all calls go to her or to them all Instagram enquiries, all Facebook enquiries, all email enquiries, all internet enquiries, all go to them. They then talk to those patients, discuss treatments, discuss ideas and consultations, and get consultations booked in. We then have patient care managers that once those consultations have been conducted, we track them. We know if they’ve gone ahead and at that point they get introduced to their patient care manager again, who is remote, who has a personal mobile number, a personal email address, and they then look after that patient’s journey from start to finish. And then we’ve got the social media team that at the end of that journey will then talk to them about what they’re would be happy to do in respect to marketing. And the journey is over and they go move on to maintenance. But all of that is done remotely. All of that is away from the clinics and what it does, apart from taking calls, the odd call in the clinic, in the back offices about maybe an ongoing treatment or making some call work. Everything else is done in the head office, which allows us to really take away that that level of hustle and bustle in the clinics, and it allows it to be much more patient focussed. And so that patient offering, again, that payment was discussing, becomes much more personal and much more private.

[00:59:16] Okay. A couple of things.

[00:59:18] Yeah.

[00:59:19] You’re your day to day in managing this group of it’s 13 next year you’re saying and who knows where it might go? It might be 26 and I might be 132. Who knows? Yeah. But your day to day, your day to day is going to be very different from what it is now. You talked about reducing your clinical days and your, you know, your daily activity. Some of it will include. Looking out for these partners and looking out for these clinics and making sure everything’s working. And you do see it sometimes where an amazing I think of it from my own experience is like this amazing cafe in Hampstead. And then they, they branched out and they opened loads and it changed. It wasn’t as good.

[01:00:09] Yeah.

[01:00:11] It’s a real danger. Something you need to really, really consider. And the fact that your life and your skill set are going to have to be tested again. And this whole new discipline, I guess I guess the word is discipline, isn’t it? You’re obviously disciplined at what you do clinically. You’re obviously disciplined in the gym and all that, but it’s a new discipline that you’re going to have to put towards this. And the question the question is when it’s going to happen to your idea that something’s going to happen at a Dental that is going to break your heart, you know, so someone’s going to, I don’t know, not return money to a patient who deserved it or something, something you definitely would have done, you know. Are you are you thinking about that? You prepared for that idea? It’s going to happen. Is that the screw.

[01:01:04] That’s yeah. And I get that. And and that’s that I suppose loss of that degree of control again. And I suppose why it’s so important to me is, is the growth is important. Like obviously I’ve got numbers in my head, I’ve got targets in my head and I’ve got to be that way to ensure this is going to fly like I want it to fly. But then there is the other side of it, as you rightfully said. And for me, it’s going to be so important to to cut down my clinical time. So I’ve got the ability to support on those levels. You know, I’ve said to every partner that comes on board, you know, and my first few partners, fine, I’ve got Andy. As I’ve discussed, he was our first partner, Will and Jade, who are going to be our second partners in our Alderley Edge site. We’ve got Coach, my cousin, who’s me, a third partner in our Liverpool side.

[01:02:01] Of course, moving to Liverpool.

[01:02:03] So he’s not he’s going to stay in Manchester. I think he’s going to carry on working at three sites in Manchester at the moment. He’s going to do some work also in the Liverpool site, but again keeping it relatively associate led. So we’re going to gather all the clinicians in there, the decent clinicians that are going to help to start to really drive that Liverpool clinic. But yeah, he’s going to be the clinical director, the shareholder in that clinic and he’s going to it’s a lovely clinic. It’s, it’s a lovely road, beautiful location. So I’m super excited actually about that clinic. But going back to what you said, the reason I’m telling you that is these initial partners have all done a stint at KISS. Yeah, they kind of understand the ethos and the ethics. I go by how I want the patients to be looked after and how I want the brand to be respected. And genuinely, if I’m being brutally honest with you, pay like I’m going to hope that I can keep doing that with with my new partners coming in. And I’ve kind of said to them, I’ve got a couple more partners that that want to be part of this. And I say to them, Give up where you work. You come full time with me for six months first while your clinic is being built and these clinics are taking 4 to 6 months to be built, because I would need you to understand what I expect of you, and I need you to understand what Chris expects of you. And I think that’s really important. And I still don’t think genuinely it will it will stop what you’re saying. But I hope it will take it much further to a point where they will they will think about the decisions they make. They might even ask me and say, okay, what do you think I should do here? And I’ll always.

[01:03:52] Be. Definitely. It’s definitely doable. It’s definitely doable. You walk into McDonalds in New Zealand and you get the same experience as you walk into McDonald’s in Moscow. Right? Money. More Moscow but somewhere else. Yeah, it’s it’s definitely doable. But, you know, it’s a case of executing on this.

[01:04:11] Above.

[01:04:13] Many other things because like I say, what did he buy? He bought the brand and he bought you and, you know, and valued that huge amount of money. And, you know, he put a lot of emphasis on on getting the brand and getting you. And so it’s something that, you know, my my worry for you is this thing that you said before about you were the kind of guy or you are the kind of guy who makes the decision about a person. And if it’s right, it’s right. And if it’s wrong, it was your decision. And being able to have that freedom to do those things. And I know Dev is a very practical guy. He’s the kind of guy who’s going to leave you alone because, you know, he’s got a lot of pies to other pies to be, you know, taking care of. Yeah, but in this area, yeah, this area of keeping standards going in these multiple sites, the managers will be key. I mean, you’re right about the partners, but the managers will be key to set, you know, like you said, get managers who’ve done a stint at KISS, the main kiss.

[01:05:18] And that’s what we do as well. All the new managers are actually trained up at our core three, and we’ve also got regional operations managers and regional integrations managers, and both of them have worked for us for over ten years. And so for me, they’re going to be first line support for the for the new managers and also first line support for the partners with me. And so as well and I’m not saying we’re going to do everything right and it’s going to be a super learning curve, and I genuinely believe that. And there’ll be some ups and downs, I’m sure, but I think in principle I’ve got my masterplan in my head how I want it to be executed. My team completely understand it. And you know, and with me, they’ve been with me for ten years plus and they want to be with me on this new journey. And I honestly believe we do have the team and infrastructure in the north west to to kind of execute this to a good level to ensure things as a map, standards and map, but more the partners and stuff understand really what what this is about. That’s the most important bit for me.

[01:06:27] I like that. Well, I think we’re coming near to the end of our time. It’s been. It’s been. It’s been less emotional than the last time. Sure.

[01:06:40] No, no, no tears.

[01:06:43] You, buddy, you’ve changed. You’ve become a business like a proper business, dude. You know.

[01:06:48] I don’t think. I think any more about three times.

[01:06:52] Yeah. I did it last time. The count was like 100.

[01:06:58] So, yeah, I know.

[01:06:59] You’ve become a corporate. You’ve become a corporate dude, man.

[01:07:03] Well, I’ve just had media training. Now you say, let’s have media training. I feel like the first time was like David Beckham when he was 17. And now, you know, now he’s like a trained animal when he when he gets in front of a camera, kind of like what I’m like now.

[01:07:21] Did I tell you partying in Manchester without you did feel weird. It did. I mean, you know, I still manage to have a good time, but. But it feels weird, buddy. It felt weird, dude. Not being. No, if I took your job at MSB and I did the lecture. But again, next time you go to.

[01:07:40] I’m still here, brother. I still. I live for those nights. I live for those nights.

[01:07:48] It’s been a pleasure to have you again, but and really good luck with it. And what I hope is we do this one more time in a year’s time, see where we are and the 13 clinics are in place. Yes, the 13 clinics are in place. The partners are in place. And you know what you said about one partner taking on several clinics? Yes, I think that would be the ideal, you know, like maybe five, six partners who’ve got one or two or two or three each, you know, something like that. Close, close knit.

[01:08:17] Yeah. And I think if you educate these guys well and I don’t mean not in a condescending way, I just genuinely believe, like said, dentistry is great and people that do it and do it well, I know love it, but it is hard. It’s hard on the body, it’s hard on the eyes and it’s hard on the brain. And I think if they’ve got an ability to still do what they love, choose the cases and and also have have a business at the end of it, which which will give them a nice a nice earnout. Then you’ve got the best of both worlds in a profession that is still loved by many. And that’s kind of what I want to try and achieve, really.

[01:08:58] Amazing, buddy. Thanks a lot for doing it again, buddy. Cheers, bro.

[01:09:02] All right.

[01:09:03] Guys. Enjoy the rest of your birthday, Arket.

[01:09:05] And our curry time now. Lots free time.

[01:09:09] Hope you have a nice time. All right. Take care.

[01:09:15] This is Dental Leaders, the podcast where you get to go one on one with emerging leaders in dentistry. Your hosts Payman, Langroudi and Prav. Solanki.

[01:09:31] Thanks for listening, guys. If you got this file, you must have listened to the whole thing and just a huge thank you both from me and pay for actually sticking through and listening to what we had to say and what our guest has had to say, because I’m assuming you got some value out of it.

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