Allied OMS’s growth story was recently featured in Becker’s Dental + DSO Review. The article by Ariana Portalatin appears in full below.
Allied OMS has depended on its doctor-led platform to fuel its growth since its launch three years ago.
The management services organization recently announced that it has tripled its growth by adding 30 practices to its network since its launch in 2020. The company now supports 46 locations and 65 doctors in 12 states.
David Kostohryz, Jr., DDS, MD, is a founding doctor of Allied OMS. He recently spoke with Becker’s about the company’s growth and how its platform differs from competitors.
Question: What does the company have planned for its next phase of growth after hitting this milestone?
Dr. David Kostohryz, Jr.: We will continue to use our most valuable business development asset, the doctors, to identify quality practices in our current markets and expand into new geographies. Since our formation just three years ago, we have sought out the field’s best doctors to join us as shareholders, who in turn bring like-minded, entrepreneurial practices to us. This has been the key driver of our rapid growth and will continue to be in the future.
Q: How has Allied OMS made its platform stand out from competitors to set itself up for success?
David Kostohryz: We are doctor-governed. No other OMS platform can truly say that. Seventy-five percent of the directors on the board and 100 percent of the management committee chairs are doctors, leading a strategy that emphasizes education and transparency.
We teach our doctors about private equity investment, how their businesses are valued, how to leverage operational efficiencies, and why that matters to their bottom line. The doctor-led board runs the platform alongside seasoned private equity leaders, and all of our doctor partners learn how to run their businesses the same way.
Our shareholder doctors are present at every step of the partnership process. From the first meeting with a new partner, our network doctors are actively involved, sharing their experiences and answering questions. This degree of access and collaboration also emphasizes sharing the network’s considerable expertise and best practices in clinical decision-making and patient care.
This defines our Power Through Partnership™ System. It makes a distinct difference in the quality, growth, and performance at the platform and practice level, and keeps doctors in charge of clinical decisions that drive better patient outcomes.
Our competition is simply not set up to operate this way.
Q: Is there anything the company plans to do differently to achieve its next set of goals?
David Kostohryz: Our strategy for [the fourth quarter] and into 2024 is to keep doing what we do best.
We have built a high-performing and stable national platform, and we’ll continue to add practices that complement the partnership with doctors who want to participate in our unique governance model. We have no desire to be the biggest, just the best.
Q: What has been the most challenging part about achieving this milestone in growth?
David Kostohryz: Making sure we stay focused on quality growth. We have turned down multiple practices because they were not a good cultural fit. Discipline in our partnership process is critical to upholding our distinctive culture and quality standards, and we won’t do anything to jeopardize that.