But I love that you're talking about

experiences.

If you're truly listening to them and if they have had a good experience, you will come up with the solutions that actually they're going to say yes to.

Because everybody is solving for something.

You know, you talked about...

What is their dominant buying motive? What makes them want to trust you or what makes them want to say yes to you? There's always something.

Everybody has a story.

today.

What are some of the biggest issues that you're following in the dental industry this year?

Wow, we are all feeling it, I would say, at this point of time.

It's the workforce sustainability and the organic growth of our supportive practices and the intense information that's coming through AI transformations and technology and data.

I think those are probably, I would say, the key areas that sort of have been on top of mind for me.

And the workforce sustainability is a really important one for sure.

You know, I was recently at an event and what was shared was that DSO leaders, it was suggested is that one in four clinician is considering leaving the organization within the next 12 months.

And the cost of attrition and replacing a clinician can exceed millions of dollars because it's loss of productivity, hard time recruiting, onboarding, all the efforts that were put in kind of getting the clinician up skills up.

What will the most effective healthcare leaders need to be successful in the next two to three years?

Okay.

And then similarly, we're seeing it on the hygiene side.

So it's not just the doctors, right? We're just seeing on similarly, uh, stuff on the hygiene side.

So organizations that are going to be super successful really need to be thinking about how are they gonna support their clinicians their entire career, where it starts from onboarding, how they will provide the mentorship for clinical development.

How do they continue to keep them engaged through leadership opportunities? Everybody's wanting like what's in it, you know, we say, "What's in it for me?" What's in it for them to be at that organization for a longer time? What are the leadership opportunities? How do we engage with them consistently through surveys, through feedback loop? Those are probably the important things that, that a institution would need to consider w-thinking about the workforce sustainability.

The other things that I really thought about, you know, when you think what are the other pressing things, is the organic growth.

I, I, you know, when DSO started, or other organizations, we just started thinking about just growing by acquisition.

What will the most effective healthcare leaders need to be successful in the next two to three years?