Multi-Practice Management from the Regional Manager’s Point of View
When I started my career in dentistry, my plan was to learn everything I could to be the best I could be. I stepped into my first management role due to a leadership shift within the company I was working for. Transitioning from the clinical side to the administrative side was both challenging and rewarding. My clinical experience gave me a strong foundation in dental management.
I began by managing one office and eventually progressed into an operations role overseeing multiple locations. I struggled with this on many levels.
Below are some of the challenges I faced—and how I overcame them.
“I’m one person—I can’t be everywhere at once.”
You don’t have to be everywhere at once. What you do need are strong practice managers who embrace the core values, policies, and systems the same way you do.
One of the most important lessons I learned is that you should never hold your managers back from becoming the best they can be. Some leaders worry that empowering their team means training their replacement. Good—that’s exactly the goal.
For a long time, I kept “leadership knowledge” to myself. I didn’t want anyone to know as much as I did. I tried to control every aspect of the offices I oversaw. That changed after a vacation where I spent the entire time answering calls, emails, and putting out fires. On the way home, I promised myself I would never spend another vacation working like that again.
When I returned, I met with all the practice managers in my region and created a structured training plan so they could confidently handle challenges on their own. We worked through one-on-one training sessions, Zoom meetings, and group discussions.
By sharing everything I knew, my next vacation was the most relaxing I’ve ever had. It also allowed me to focus more effectively on my responsibilities when I was in my home office. My managers began collaborating with each other and solving problems independently.
I helped create independent thinkers—and in turn, created more time to be present and engaged during my in-person visits.
Systems: Why They Work and How to Ensure Implementation
When systems are clearly defined and expectations are set, you become a stronger asset to your team during site visits. I regularly conduct chart audits and office visits, and when something is off, it’s usually because systems aren’t being followed.
These moments become coaching opportunities—helping teams realign with established protocols. I’ve also learned that no one can be successful in their role without a clear understanding of the systems in place.
Proper Training
Our company implemented a 30-60-90-day onboarding program for all new hires. Each new team member receives a structured training guide and is assigned a mentor to help keep them on track. Check-ins at 30, 60, and 90 days allow leadership to assess progress and address any challenges along the way.
This structure ensures consistency, accountability, and a smoother transition into the role.
Make Yourself Available
I currently serve as a regional manager overseeing five locations—four offices and a digital lab. Each location has both a practice manager and a clinical manager. By dividing my time evenly, I’m able to stay connected to daily operations and address issues during site visits.
I also make an effort to ensure my visits are both educational and engaging for the team. Each office knows when I’ll be there, but they also know they can call me anytime—and I will come in when needed.
It’s important that managers understand not only their numbers, but how to achieve them. We set monthly and daily goals for each office, celebrate successes, and provide coaching when goals aren’t met.
In Closing
For those managing multiple practices, focus on building strong managers and strong teams. When you do, you create the space to fully step into your role—coaching, supporting, and leading your teams to success.
About the Author
Makenzie Walton-Vega, DAADOM
Makenzie is the Southwest Missouri Regional Manager for Access Dental Services, LP, a growing organization with eight locations and a digital lab. She oversees four locations as well as the digital lab.
With more than 25 years in dentistry, Walton-Vega began her career as a chairside assistant before transitioning into management in 2015. She earned her FAADOM in 2024, her MAADOM in 2025, and her DAADOM designation in 2026.
