An unsolicited offer can feel flattering. Here is what is really happening — and how to make sure the conversation works in your favor, not theirs.
Bergquist Group Insights • Practice Transitions
If you own a dental practice, there is a good chance a dental support organization has already reached out — a letter, an email, a phone call from someone who “happened to be in the area” and would love to learn more about your practice. It can feel flattering. It can also be the opening move in one of the most important financial negotiations of your life.
DSO acquisition activity is high right now, and buyers are competing hard for quality practices. That competition can work powerfully in your favor — but only if you understand what you are walking into before you respond.
Why they are calling
DSOs grow primarily by acquisition. They have growth targets, capital to deploy, and a steady appetite for established, profitable practices. Many also operate on a timeline driven by their own investors, which means they are motivated to transact. A direct, unsolicited approach to you is not a coincidence — it is a deliberate sourcing strategy designed to start a conversation on their terms, before you have talked to anyone else.
An unsolicited offer is a starting point, not a finish line. The first number you hear is almost never the best number available — and a single-buyer conversation gives you no leverage to find out what your practice is truly worth.
Two offers with identical headline numbers can be worth very different amounts once you account for how much is cash at close, how much is tied to future performance, what your role and compensation look like afterward, and how the agreement handles your continued production. Sellers who go into these conversations without “structure literacy” are at a real disadvantage — even when the top-line figure looks attractive.
None of this means a DSO sale is a bad outcome. For many owners it is an excellent one. It simply means you should enter the conversation informed, represented, and in control of the process — not reacting to it.
This article is general educational information for dental practice owners and does not constitute legal, tax, or financial advice. Transaction structures and their implications vary widely; consult qualified counsel and your CPA before responding to any acquisition approach.
Before you respond, talk to a broker who represents your interests. We’ll help you understand what’s on the table — no obligation