I’m an Office Manager, Not a Project Manager! – 3 Tips to Get Your Practice Through a Renovation Successfully & What I Learned Along the Way
Have you ever envisioned your ideal workspace?
Imagine eight beautifully designed operatories, each featuring brand-new dental chairs, expansive picture windows, and 32-inch TV monitors. Picture a state-of-the-art in-office lab—spacious enough to house your 3D printer, CEREC Mill, SpeedFire, Design Station, and all your advanced equipment.
Now add a comfortable break room built not just for lunch, but for meaningful team huddles and productive meetings. Custom cabinetry throughout and an administrative space four times the size of what you’re used to? That’s the dream.
Sounds like the perfect practice, doesn’t it?
What if I told you this could be your reality through a complete custom rebuild—not just a renovation—and that you could maintain daily operations while your dream office comes to life? It’s true, and I’m living proof.
Assisting with the complete rebuild of our dental practice has been one of the most fulfilling experiences of my 28-year career. Our project was five years in the making (with some delays thanks to COVID), giving us plenty of time to plan and re—plan every detail.
Now, I’d love to share the tips and strategies that helped us maintain production, collections, and—most importantly—patient satisfaction throughout the process.
Planning & Preparation
The planning phase of our project was filled with critical decisions. While some may find this enjoyable and exciting, it was the most stressful part. From choosing the right architect and builder who understands our vision to figuring out how to build a new practice around our existing one while continuing to work – this was proving incredibly challenging.
The uncertainty and the realization that no amount of planning could fully prepare us for the inevitable trial and error ahead created significant stress. Questions loomed large: Would we have to reduce our patient load?
In the beginning, it seemed that the answer to that question would be “yes”! With much of the process being completed while we continued to work, it was hard to foresee whether or not we’d be able to continue our normal hours or even treat the same amount of patients each day. The unknown was overwhelming. It was only after careful thought and planning alongside our general contractor that we were able to strategically plan out our day-to-day operations for the project.
Looking back on this phase of the experience, I can confidently say that having a solid, dedicated team was absolutely crucial to our success. Open and honest communication—both with our contractor and among our team—proved to be the cornerstone of navigating such a complex process.
At the end of the day, we often spend more time with our work families than our actual ones. That reality made it even more important to foster a culture built on trust, commitment, and resilience. It was that strong foundation that truly made this project not just possible, but successful.
Construction Obstacles
Once we were ready to break ground, having all of our permits finalized and the first pieces of equipment arrived on the property, we were both excited and anxious. Everything leading up to this time hadn’t nearly prepared us for the challenges we were about to face during this time. We’ve done everything possible to prepare our team for all of the “what ifs” that we were bound to face, such as:
- Noise
- Unplanned utility outages (internet/phones)
- Limited doctor/owner availability at times due to meetings with the contractor
- Mandatory Shutdowns
With any renovation or construction process, some level of noise is inevitable. The real challenge for us was maintaining the quiet, calm environment that patients expect—especially in a dental setting—while large equipment rolled past our windows, drills buzzed, and hammers echoed from the next room.
Despite the occasional disruption, our patients were overwhelmingly supportive. Many were genuinely excited to see that construction had finally begun. Their understanding—and their shared enthusiasm for the transformation—made those noisy moments much easier to navigate.
Not only that, but we also faced a few unplanned interruptions from utility companies. We went hours without internet on several occasions—an issue that impacted more than just email and insurance verifications. It also took down our phone system, which is one thing a dental office absolutely needs to function.
Thankfully, we had a backup plan. We use patient communication software that allows us to transfer calls directly to a cell phone through its mobile app. This feature came in handy more than once, allowing us to stay connected and continue providing the high level of care and compassion our patients have come to expect—even during the chaos of an outage.
Most days, my doctor was being pulled in several different directions and had to wear many hats. His focus wasn’t just on dentistry—he was also managing the renovation project, which added an entirely new layer of responsibility.
This is where having a strong doctor/manager relationship became essential. One of my main goals during this time was to shield him from as much stress as possible. After all, managing chaos is what we do as office managers, right? Keeping him level-headed allowed our office to maintain both patient load and production—and, most importantly, let him stay focused on delivering excellent clinical care.
To support that, I took on as many additional tasks as I could to minimize disruptions throughout the workday. In my opinion, keeping my head on a swivel and staying impeccably organized was key to navigating this process successfully.
One of the biggest challenges we faced during the renovation was managing the constant movement and coordination of contractors, electricians, plumbers, carpenters, painters, and landscapers. Fortunately, we had a respectful and considerate team of tradespeople who were mindful of both our time and our patients’ experience.
The most daunting phase of the project was navigating the scheduled shutdowns. To minimize office closures, we strategically phased the renovation around our active practice—even as the old building was being demolished. My doctor and I maintained open, ongoing communication with our contractor to carefully plan shutdowns around weekends and holidays.
As a result, we never had to close for more than two consecutive days during the entire eleven-month process. Looking back, I wouldn’t change a thing. The planning, teamwork, and flexibility we maintained throughout made all the difference.
The most valuable lesson I learned is to go with the flow. Things changed daily—sometimes hourly—and I realized I had a choice: let the unexpected ruin my day or adapt and move forward. I chose the latter.
Maintaining Exceptional Customer Service
During the final four months of the project, we operated without a waiting room or a front office area. Our administrative team worked out of two future operatories, one of which housed a temporary bathroom while the other doubled as a temporary entrance to the building. Without a waiting room, we relied heavily on our patient communication software to alert patients of the situation and instruct them to contact us upon arrival to receive further directions for entrance.
Fortunately, this phase occurred during the summer months, allowing us to provide chairs on our newly renovated porch for those patients who preferred not to wait in their vehicles. This situation proved challenging for some, highlighting the importance of excellent customer service. Our team successfully navigated every situation, both positive and negative.
Without a front office during construction, we had to adapt our patient checkout process—especially for hygiene patients. Since many of them have full insurance coverage for preventive care and typically don’t owe a balance at the time of service, we introduced a system of “red cards.”
These laminated cards, distributed to the hygiene providers daily, signaled which patients needed to stop for checkout and which could leave without further action. For those requiring checkout, we implemented quick chairside transactions to avoid disrupting the hygiene schedule. To collect payments, we used a tablet with a direct link to our merchant software, allowing us to process card transactions efficiently and discreetly.
Of course, no system is perfect. Over time, we discovered some gaps in the process. In particular, signed treatment plans for future restorative procedures were sometimes missed, which led to a few unwelcome surprises when patients returned weeks later and weren’t aware of associated costs.
Of course, throughout this entire process, we continued accepting new patients. This was when our customer service skills were truly put to the test. Not only did we have to explain to first-time patients what they’d be walking into, but we also had to ask them to wait in their vehicles upon arrival due to the lack of a front office or waiting room.
Essentially, we were “selling” our amazing practice over the phone—sight unseen. It required empathy, transparency, and clear communication. We had to convey not just what we were doing but also why—reassuring patients that, despite the visible chaos, they would still receive the same high-quality, compassionate care we pride ourselves on.
Lessons, Growth, and Lasting Impact
This project was an incredible journey. It was both challenging and deeply rewarding. In just 11 months after breaking ground, we moved into our new space, and remarkably, we only had to close the office for 10 days during the entire construction process. I gained invaluable knowledge that I never imagined I’d need to know as a Dental Office Manager. If asked if I’d do it all again, my answer would be a resounding yes!
What we built wasn’t just a modern dental facility with advanced equipment and a beautiful design. We built a stronger, more united team. We built systems that will serve us for years to come. We have built a culture that proves we can rise to any challenge with flexibility, strategy, and heart.
To anyone facing a similar journey, it won’t be easy. There will be a very demanding schedule and long hours, but being a part of creating a dream workspace, a place that will positively impact the lives of our patients and community, will be incredibly fulfilling. With the right people and a clear vision, your dream practice can be more attainable than you think.
I am proud of what we accomplished together and even prouder of how we accomplished it.
About the Author
Danielle Dailey, DAADOM
Danielle Dailey has been in the dental industry for just over 27 years and was one of the founding members of the AADOM DPLN study club BAM Leadership League in 2018, where she serves as President. In addition, she also is the Office Manager of South River Dental Care in Edgewater, Maryland.
She became a lifetime member of AADOM in 2006 and was inducted with the inaugural class to receive Fellowship with the organization in 2010, went on to obtain her Master distinction in 2024, and then her DAADOM in 2025.
Over the course of her career, Danielle has developed a passion for not only helping and educating her patients but also leading her fellow dental administrative community.
