
Dr Rhonda Kalasho is the CEO of TruGlo Modern Dentistry.
Dr Kalasho, you started your practice in 2018. Has your approach to patient care evolved since then?
When I first established my practice in 2018, I was deeply committed to providing high-quality, patient-centred care. Over the years, that commitment has only deepened as we have refined our systems and practices to elevate the patient experience. We have incorporated cutting-edge technology, enhanced our team’s training in customer service and adopted a Ritz-Carlton-inspired philosophy to ensure that our patients feel valued and cared for. Our approach has evolved from simply delivering excellent clinical outcomes to creating an experience of luxury dentistry that’s both accessible and exceptional.
How has your practice grown in terms of equipment, staff and practice philosophy, and what has driven these changes?
Our growth has been driven by a relentless commitment to excellence. To ensure treatment precision and patient comfort, we have continually invested in the latest technologies, such as tools that employ artificial intelligence (AI) for diagnostics and implant planning, as well as state-of-the-art materials. Our team has expanded significantly, and we now have over 30 staff members across our four locations. Our philosophy has matured to emphasise not only clinical excellence but also a strong focus on accessibility, blending affordability with luxury. This growth is fuelled by my belief that dentistry can and should be better, setting a higher standard for care.
As both a healthcare provider and a small business owner, how do you balance the clinical and business aspects of dentistry?
Balancing these aspects requires a clear vision and robust systems. As a healthcare provider, my priority is patient care—offering the best treatment options using the most advanced methods. As a business owner, I focus on creating a sustainable model that allows us to provide a high level of care affordably. I invest heavily in team training, technology and maintaining a positive practice culture in order to ensure that the clinical and business aspects are seamlessly aligned. By keeping patient-centred care at the core of our business strategy, I am able to balance both aspects effectively.
In addition to being a clinician, I am a deeply numbers-driven entrepreneur. Running multiple practices requires not just clinical expertise but also a solid grasp of business fundamentals, which many dentists overlook. I focus on key performance indicators; practice valuation; earnings before interest, taxes, depreciation and amortisation; and other key metrics to ensure the financial health and sustainability of my practices. Understanding these business principles is crucial because dentistry involves more than drilling, filling and billing; it requires managing a cohesive practice in which every decision affects both your financial outcomes and the patient experience.
What sets my business apart is my ability to integrate clinical excellence with strategic business planning. I rely on data-driven insights to make decisions that benefit my practices and align with my vision of delivering affordable luxury in dentistry. This combination of clinical mastery and business acumen has been instrumental in our growth and in creating a brand that patients trust and admire.
What are some common misconceptions about practice ownership in dentistry, and what advice would you give dentists considering whether to become practice owners?
One of the common pitfalls I see is that many dentists enter practice ownership without a true understanding of what it takes. Ownership requires fortitude, discipline and the ability to manage the books, analyse data and make informed decisions. “Practice owner” is not just a title; it is a responsibility that involves daily risk management. Everything you own is collateral for that risk. It is a constant challenge, but for those who thrive, it is incredibly rewarding.
“Ownership requires fortitude, discipline and the ability to manage the books, analyse data and make informed decisions.”
Practice ownership is not for everyone, and that is okay. I always tell dentists that they can be “associatepreneurs”. They do not need to own a practice to create wealth and make an impact. They can explore opportunities such as real estate development, product design or even innovation in dental technologies. Business ownership should never be romanticised; it is a relentless grind that is not suitable for everyone, and there is no shame in building a fulfilling career in other ways.
What are the key factors that have helped you build and maintain a good reputation in your community?
Our reputation is built on trust, excellence and the patient experience. Patients trust us because we consistently deliver high-quality results using the best materials and technology. Another key factor is our commitment to patient comfort: we prioritise painless numbing, detailed treatment planning and clear communication. Lastly, our team’s dedication to providing personalised care and our investment in community engagement have helped us maintain a strong, positive presence in the communities we serve.
What strategies do you use to manage your team effectively and to maintain a positive practice culture?
I believe in empowering my team through consistent training, open communication and recognition of their efforts. We conduct regular workshops on customer service and patient care to ensure that everyone shares the same vision of excellence. Maintaining a positive culture also involves fostering mutual respect and encouraging feedback from every team member. At our practices, hiring and firing decisions are not solely up to me; it is a team effort. Every team member plays an integral role in onboarding new staff and ensuring that they align with our culture and values. If you want to be a part of this “island”, you need to jive well with the rest of the team.
Our team feels valued because we go above and beyond to offer benefits not commonly found in dental offices, such as gas stipends, gym memberships, health and dental insurance, and a retirement fund. These benefits, along with our commitment to investing in their knowledge and comfort, ensure that they feel appreciated and supported. By giving our team this level of involvement, care and autonomy, we create a collaborative, supportive environment where everyone has ownership of the success of our practices. I lead by example and make sure to address concerns promptly, aligning everyone with our core values of quality, empathy and innovation.
To post a reply please login or register