By Jill Allen | Hey Docs! Podcast with Dr. Richard Clabaugh, Clabaugh Orthodontics
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Buying an orthodontic practice often seems like the faster, safer path to ownership.
There are patients already in treatment, revenue is coming through the door, systems are in place, and the practice has an established reputation in the community. On paper, it can feel like a shortcut compared to building a startup from the ground up.
But as many practice owners quickly discover, acquiring a practice comes with its own set of challenges.
In this episode of the Hey Docs! podcast, Jill Allen sits down with Dr. Richard Clabaugh to discuss his experience purchasing an orthodontic practice and the lessons he learned along the way. Rather than sharing a polished success story, Dr. Clabaugh offers an honest look at the realities of transition, leadership, team culture, and personal growth that followed his acquisition.
His story serves as a valuable reminder that practice ownership is not just about buying a business. It is about leading people, navigating uncertainty, and building a vision for the future.
Why Dr. Clabaugh Chose Acquisition Over a Startup
Like many orthodontists, Dr. Clabaugh carefully considered his options before becoming a practice owner.
The appeal of acquiring an existing practice was easy to understand. The practice already had patients, systems, cash flow, and community recognition. Rather than building everything from scratch, he believed acquisition would provide a stronger foundation and allow him to focus on growth.
What he quickly discovered, however, was that acquiring a practice does not eliminate challenges. It simply changes them.
Instead of worrying about attracting patients, he found himself navigating team dynamics, leadership responsibilities, and operational decisions that had never been part of his role as an associate.
The business was established. His role within it was entirely new.
💡 JA&A Insight
Practice acquisition can accelerate ownership, but it does not eliminate the need for leadership development.
The Challenges No One Expects During a Practice Transition
One of the most difficult parts of Dr. Clabaugh's transition happened almost immediately after taking ownership.
A series of unexpected team resignations left him and his wife stepping into roles they had never anticipated. While trying to learn the business, they were simultaneously working to keep the practice running and support patients through the transition.
Experiences like these are more common than many doctors realize.
When ownership changes, uncertainty often follows. Team members may question their future, worry about changes in leadership, or simply decide the transition is the right time for them to move on.
For new owners, this can create significant pressure during an already stressful period.
The lesson is not that transitions are destined to be difficult. It is that doctors should prepare for the possibility of challenges and remain flexible when they arise.
Building a Culture That Supports Growth
As the dust settled, Dr. Clabaugh realized that long-term success would depend on more than systems and processes.
It would require a strong culture.
The practice began focusing intentionally on its core values, creating a foundation built around honesty, teamwork, accountability, and a patient-first mindset. Rather than simply inheriting the culture that existed before, Dr. Clabaugh worked with his team to define what they wanted the practice to become.
That clarity helped guide future decisions, hiring, and communication.
Culture is often discussed as an abstract concept, but in reality, it influences everything from employee retention to patient experience.
When team members understand the vision and feel connected to it, they are more likely to contribute positively to the growth of the practice.
Why Hiring for Alignment Matters
One of the most important lessons Dr. Clabaugh shared was the value of intentional hiring.
As new team members were added, the focus shifted from simply filling positions to finding people who aligned with the practice's values and vision.
That required transparency throughout the hiring process.
Candidates were given a clear picture of the practice culture, expectations, and goals. This helped ensure that new hires were joining because they genuinely wanted to be part of the journey, not simply because they needed a job.
The result was a stronger, more cohesive team that shared a common purpose.
💡 JA&A Insight
The right hire strengthens your culture. The wrong hire forces your culture to compensate.
Leadership Growth Happens Through Experience
Ownership has a way of accelerating personal growth.
Dr. Clabaugh reflects on how his perspective evolved throughout the acquisition process. The challenges he faced forced him to become more confident in his decision-making, more intentional in his leadership, and more trusting of both his instincts and his advisors.
One of the recurring themes throughout the conversation is the importance of seeking guidance.
No practice owner has all the answers. Successful leaders surround themselves with mentors, consultants, peers, and advisors who can provide perspective during difficult moments.
The willingness to ask for help is often one of the greatest strengths a leader can develop.
Balancing Practice Ownership and Personal Life
Another important takeaway from Dr. Clabaugh's journey is the importance of maintaining perspective.
Practice ownership can easily consume every available hour if you allow it. Yet long-term success requires balance.
Family relationships, personal health, and time away from the office are not distractions from success. They are essential components of it.
As Dr. Clabaugh matured as a leader, he learned that building a successful practice and building a fulfilling life are not competing goals.
Both require intentional investment.
The Bigger Picture: Acquisition Is Just the Beginning
Many doctors view acquisition as the finish line.
In reality, it is the starting point.
Buying a practice creates an opportunity, but what happens afterward determines whether that opportunity becomes a long-term success. Leadership, culture, communication, and team development all become critical factors in shaping the future of the practice.
The doctors who thrive are often the ones who embrace continuous learning and remain willing to adapt as challenges emerge.
Ownership is not about having all the answers.
It is about being willing to keep growing.
Frequently Asked Questions About Orthodontic Practice Acquisitions
Is buying an orthodontic practice easier than starting one from scratch?
Practice acquisition provides existing patients, systems, and revenue, but it comes with unique challenges such as team transitions, leadership responsibilities, and culture development.
What are the biggest challenges after acquiring a practice?
Common challenges include team turnover, leadership transitions, operational changes, and establishing trust with employees and patients.
How can new practice owners build a strong team culture?
Successful owners create clear core values, communicate expectations consistently, hire for cultural alignment, and invest in team development.
Why is hiring for values important after a practice acquisition?
Hiring team members who align with the practice's vision and values helps strengthen culture, improve retention, and support long-term growth.
What leadership skills are most important for new practice owners?
Communication, adaptability, decision-making, emotional intelligence, and the ability to build trust are all critical leadership skills during a transition.
How can practice owners maintain work-life balance?
Setting boundaries, prioritizing personal relationships, seeking support, and focusing on long-term sustainability help practice owners maintain balance while growing their businesses.
Final Thought
The reality of practice acquisition rarely looks exactly like the plan.
There will be challenges, unexpected obstacles, and moments of uncertainty.
But there will also be opportunities to grow as a leader, strengthen your team, and build a practice that reflects your vision.
Because buying the practice is only the beginning.
What you build after the transition is what truly defines success.