A dental practice is expensive to equip and slow to collect. Chairs and imaging come first, and insurers pay weeks after the visit.
Apply Now →Dentistry combines clinical skill with a heavy equipment bill. Operatory chairs, delivery units, sterilization, digital imaging, scanners, compressors and the software that ties them together are all purchased before a patient sits down. A solo dentist opening a practice or a group adding a room takes on those costs up front, while the revenue builds gradually as the schedule fills.
On the revenue side, much of a practice's income comes through insurance claims. A visit is performed, a claim is filed, and payment arrives later, sometimes after back-and-forth over documentation. The practice carries staff salaries, supplies and lab fees during that wait.
Leasing a space, building out operatories and buying equipment all precede the first appointment. Staffing a front desk, hygienists and assistants happens before there are patients to cover their pay.
Taking over a retiring dentist's patients means paying at closing, then absorbing the transition: staff turnover, changed systems and patients who may leave. Cash during that period matters.
Digital scanners, 3D imaging and in-house milling units can reduce outside lab costs and speed treatment, but they carry a large price tag and a learning curve.
| Event | Practice's cash position |
|---|---|
| Patient treated | Costs incurred: staff, supplies, lab |
| Claim submitted | No cash yet |
| Insurer reviews or requests more information | Cash still out |
| Payment arrives | Revenue is recorded, weeks after treatment |
A practice with a high share of insured patients can have a large amount of earned but uncollected revenue at any time.
Hygienists, assistants and front-desk staff are hard to hire and to replace, so most practices pay them reliably through slow weeks. Cancellations and no-shows reduce income on a given day without reducing cost. A practice that is mostly full can still have unpredictable weeks, and a practice that is still building a patient base has them frequently.
An associate dentist is paid for the work done. An owner is paid after everything else: staff, rent, supplies, lab bills, insurance and loan payments. The transition from associate to owner often looks like a pay increase on paper but means taking on a new set of risks and cash demands. The first year of ownership is the time when a cash cushion matters most, because the practice's rhythms are still being learned.
Group practices and specialists have the same dynamic at a larger scale. Adding a periodontist, an orthodontist or an additional associate means building or sharing space, buying equipment and waiting for referrals and scheduling to fill in. Each new provider should add revenue, but the payroll and equipment usually come first.
A dentist buys a practice for a price that requires about $200,000 at closing, with a further $30,000 for new software and an imaging upgrade in the first months. The patient base transfers over time, but cash is needed on day one. These figures are round and invented, not our terms.
We fund $25,000 to $5,000,000, in as little as 24 hours. We consider FICO 500+ and run a soft credit pull. We do not require tax returns; we ask for about three months of business bank statements. Sole proprietors can apply.
You need a business bank account with revenue moving through it so that we can review about three months of statements.
Acquisitions are a common use of working capital. Describe the plan.
Statements show deposits as they arrive. Mention your claims timing in the application.
No, it is a soft pull.
Three months of business bank statements and a 5-minute application. FICO 500+ considered. $25,000 to $5,000,000, funded in as little as 24 hours.
Apply Now →It takes about two minutes and it will not affect your credit score.
No obligation • No impact to your credit score
