The flexibility of working in dentistry allowed me to be a present single mom. I never missed my son’s sports activities and even coached him in wrestling, soccer, and football. A friend who had two younger kids was in the dental field and said, “Why don’t you try dental assisting?” At the time, I was working night shifts for UPS in management, and I wasn’t being my best self. I wasn’t being the best mom. I was tired and agitated working those hours.

Working at the same practice as my friend ignited my passion for dentistry. I enjoyed connecting with patients, calming their fears by sharing my own experiences with dental phobia, and educating them on their treatments. I worked in a private practice for many years and enjoyed the company of my colleagues and patients, but the lack of employee benefits was a drawback. I had to pay out-of-pocket for medical insurance, which often involved significant deductibles.

During dinner with a friend who worked at Elite Dental Partners, we discussed the DSO world. She suggested I apply for an office manager position she had open, thinking I would excel. I struggled with the decision to leave my work family, but I was eager for personal growth and the opportunities presented to me.

I started working as an office manager for Elite Dental Partners in August 2020 and quickly took on more responsibilities. I always volunteered for more work because I believed in doing things the right way and wanted to spread that mindset throughout our offices. There were trust issues between the offices and the DSO leaders when I first joined, but I felt I could act as a good bridge and build trust. Through hard work and dedication, I worked my way up from office manager to a regional director overseeing more than 40 offices. My dental expertise played a crucial role in earning the trust and respect of both the office teams and doctors.

When I became a regional director of operations (RDO), I covered the Indiana and Illinois market. Within a few months, we had an opportunity in St. Louis, and I said, “Hey, let me go help in St. Louis.” So, that became my market as well and I went from 17 offices to about 33. Three months later, the Pittsburgh area needed some love and attention. I raised my hand again, and said, “Just let me see how I can help.” I ended up supporting 43 offices.

Rapidly establishing trust in every market resulted in the swift success of each respective region. During my visits to various offices, I made it a priority to actively listen to the concerns of others, fostered an environment where ideas were welcomed and encouraged, and collaborated with my colleagues to put those ideas into action.

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DSOPro: What is the best way to do that?
You own it! You don’t make excuses for yourself, for a doctor, or your company. Listen actively to their concerns, acknowledge them, and ask them to move forward. After 24 years in dentistry, I have gained a wealth of experience and stories. Sharing my own vulnerability and failures allows me to connect with others in the field. I am not afraid to share both personal and professional failures.

We don’t wake up every day, and say, “I’m going to be great today.” Right? You wake up, work hard to be great, and when you fall short, you own it, grow from it, and then move forward. I think we get caught up in idolizing people, or thinking, “I’ll never get there,” but if you wake up every day and think, “I can be that person, I will be that person,” and you never give up, you can be anybody you want to be.

I have a unique background compared to my peers. I was a troubled teenager which led me to become a “ward of the state.” I spent time in many different group homes in which we were home-schooled. My education was self-taught and gained through doctors and mentors. I always took every opportunity given to me, not concerned with payment but rather the knowledge I could gain. One message I believe is important to spread is that your past does not define you.

DSOPro: Describe the role of a VP of Field Operations.
Thanks to the support and encouragement of my mentor, our CEO Lance Shopovick, and my own drive to constantly challenge myself, I achieved the position of VP of Field Operations at Elite Dental Partners on January 1st, 2023.

As an RDO, I was hands-on in my offices, constantly re-teaching and improving patient care. Currently, my role is to facilitate the development of our field leaders, teaching them the best practices to promote continued growth and success. By engaging in meaningful conversations and understanding individuals’ aspirations and goals, I have the ability to identify those with immense potential for career and financial growth. Personal details can often reveal surprising insights, allowing me to guide and support individuals toward achieving their dreams.

In one of our St. Louis offices, a dental assistant shared her story of homelessness with her daughter. Despite lacking a dental background, she was thankful for the opportunity given by Elite Dental Partners and their continued support in her growth. It’s crucial to take an interest in others’ individual experiences and truly hear them. I strongly believe that revealing my personal journey, encompassing both my setbacks and progress, is my calling. Embracing a growth mindset is the essential ingredient to attaining excellence.

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DSOPro: What are some of the challenges you have faced as VP of Field Operations so far?
I believe that assuming accountability for the mistakes of past leaders is undeniably one of the most challenging aspects of a leadership position. It necessitates a great deal of fortitude to consistently confront the repercussions of someone else’s actions while simultaneously building trust with your leaders and offering them unwavering support.

DSOPro: Do you have any tips for others on the best way to progress to a regional position and beyond like you did?
Having a hunger for success and being trustworthy are crucial attributes to have. However, having a coachable mindset is the key to unlocking your full potential. Remember to only take on what you can handle and seize every opportunity presented to you. Furthermore, sharing knowledge with others is also critical to personal and collective growth.

Even though I hold high positions such as VP of Field Operations or RDO, I still find joy in helping doctors as a dental assistant. My passion for this profession remains the same as it was 25 years ago, and I take pride in showing others that I still have the skills that I always had.

DSOPro: Tell us more about Elite Dental Partners.
Our core values include accountability, continuous improvement, integrity, partnership, and having fun. These values promote a team-oriented mindset with a strong emphasis on collaboration. Our CEO Lance Shopovick and Chief Dental Officer Adam Burr are great leaders who listen, motivate, and inspire.

As the VP of Field Operations, I oversee the RDOs. We currently have 89 offices that are split between two RDOs. Our model also includes Regional Managers who oversee 8 to 14 offices, which we call PODs. POD stands for “Plan for Success,” “Outline Opportunities,” and “Drive Performance for Operational Success.” The PODs provide support and streamline communication between the clinical and operational teams.

Our Regional Clinical Success Managers (RCSMs) focus on clinical growth opportunities within an office, while the regional managers focus on operations. This allows for a unique partnership and a close relationship between the two.

Trish Keena, our Vice President of Hygiene, and I work together daily to ensure success in our offices, fostering partnerships between our RMs, regional managers, and RCSMs. We are also excited to announce that we’ll be introducing an Equity program for our clinicians soon.

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DSOPro: Any final words?
I believe it is crucial for DSOs to both teach best practices and actively listen to their office teams. Whenever I am present in an office, I consider myself a guest in their “home” and act accordingly. I always ask, “What works best in your unique office?” as each office varies based on their team, doctors, and patient care.

I also believe mentorship is essential to support our staff. Our leadership actively participates in our mentorship program, and we prioritize promoting from within our organization. We always consider internal candidates first for new opportunities.