Areas of Responsibility -

Operations: The dental practices operate under SPG standards, utilizing our systems and processes.

• Own the practice's performance by assessing the triad between yourself, the Doctor, and the Team Lead. This includes individual contributions, partnership dynamics, and operating as a unit.
• Ensure the people systems are maximized and efficient (hiring, team performance, utilization of central team members for support/coaching/training, the conduit of communication at the practice level to the central team.)
• Implements cost control measures and treatment conversion strategies.
• Addresses operational challenges in offices, balancing expansion with operational effectiveness.

Communication and internal meetings: Manage cadence and implement internal meeting structure.

• Manage clear communication utilizing Monday.com, keep in close contact with the doc mentors, coaching and internal support, and appropriate internal department support.
• Implement internal meeting schedule (check-ins, monthly and quarterly LTM, performance assessments)
• Manage a consistent cadence of onsite time with each practice to keep a close contact and relation with the team.

Onboarding and systems: Onboarding is appropriate to meet the needs of a growing team and keep tight in the systems, change management, and resource allocation.

• Leads the training, onboarding, and leadership development of Team Leads
• Lead and optimize change management with your practices to ensure the execution and delivery of the changes are being implemented correctly.
• Ensure we have an appropriate tech system, vendor relations, and 3rd party access so that it’s working effectively and operational activities can run smoothly.
• Spot opportunities to better track and maintain information

Events and special projects: Own and help on other retreats and projects as needed.

The Approach - The habits of work, mindsets, and approaches that are keys to success in this role.

• Manages a high volume of work with efficiency: Has, or can create, a system for keeping tasks from slipping through the cracks. Able to juggle competing demands and prioritize while maintaining quality. Plans backward to make deadlines.
• Entrepreneurial and resourceful: Consistently overcomes challenges and leverages resources to creatively solve problems. Proposes solutions to issues without much guidance (but isn’t afraid to ask questions). Proactively asks for help, anticipates problems, and course-corrects where needed.
• Attention to detail: Notices and fixes errors that others might overlook. Acknowledges mistakes and turns them into learning opportunities. Has a track record of leaving things better than they found them.
• Strong sense of ownership and resilience: Plans ahead and finds alternative paths, when needed, to get to the finish line. Bounces back from setbacks and rejections. Holds a high bar even when things are hectic.
• Inclusive leadership: You approach leadership with a mindset of “power with” rather than “power over.” You recognize the value of divergent perspectives and regularly include others in planning and decision-making. You build equity and inclusion into goals and plans for staff development, retention, strategy, and culture.

Annual Goals - 3 main goals for this year.

• Manage the performance of the practices and efficiently move practices through the phases of growth.
• Sustain profitability through cost control, profit and loss assessments, and tactics to improve revenue growth.
• Reduce team turnover and improve the culture of the practices collectively by focusing on leadership development, practice development and moral development.