1.Purpose of this meeting

Lock the operating model for the Advanced Care pilot. Confirm marketing day-to-day contact, confirm sales enablement lead, and set the 30-day capacity ceiling plus the approach for the Debate bucket.

2.Meeting objectives

3.Decisions requested

Decision 1Marketing day-to-day contact
Recommendation Confidence 85%

Jenn and Jayme stay as day-to-day contact. I stay at framework and strategy.

Alternatives
  • I step into the day-to-day seat since Advanced Care is now my focus.
  • Hybrid. I own Advanced Care workstreams. Jenn and Jayme keep the general portfolio.
Decision 2Sales enablement leadership
Recommendation Confidence 75%

Kim Middleton leads execution per pilot. I carry accountability and roll metrics up to you.

Kim's bandwidth, comp, and scope still open.

Alternatives
  • Sarah steps into clinical and sales enablement directly.
Decision 330-day pilot capacity and Debate-bucket approach
Recommendation Confidence 80%

Cap 30-day active pilots at 6 with max 1 new kickoff. Hold all Debate promotions pending discovery on each practice.

Discovery covers Full Arch baseline, owner cooperation, reporting access, and AC percent of production.

Alternatives
  • Promote one or two Debate practices now (e.g., AZ cluster with Peak) and accept the discovery debt.
  • Hold the line at 5 active pilots until Kickoff cohort delivers.

4.Top of mind while you read (IDS)

Lower priority for this meeting. On the radar to identify, discuss, and solve over the coming weeks.

  1. How do Amy, you, and I want to manage paid media in Q3 and beyond? Amy is pitching a broader strategy to OM for the general portfolio. I want us aligned on scope before that conversation widens.
  2. Pilot success metric. What is primary? My lean: Full Arch cases booked per pilot per month as primary, AC consult volume and conversion rate as secondary.
  3. Gating criteria to move a practice from Kickoff to Pilot to Active? Open. I will draft this and bring it back next week.
  4. Kim's engagement structure: employee, contractor, or advisor? Open. Affects Decision 2 implementation.

5.Practice-by-practice: target outcome and next step

16 pilots covering 17 practices. The three Peak Family Dental locations count as one pilot.

Stage 1. Active (2 pilots)

Running. Focus is on infrastructure depth and operational maturity.

PilotOrgMMTarget outcomeNext step
Innovative Dental (Springfield, MO) MODIS Me Build a scalable AC patient acquisition engine. Complete GHL form migration off HubSpot. Finish Webflow SEO/AEO build. Finalize AC and ortho creative roadmap. Refresh underperforming paid.
Troy Family Dental (Troy, IL) MODIS Me Scalable operational model for GP plus AC. Finalize Power Dental Lab pilot eval. Build GP playbook. Complete Progressive-to-GHL migration plan. Finalize Full Arch pricing review.
Stage 2. Pilot (2 pilots)

First two SGA pilots. Stabilization phase before any Full Arch scaling.

PilotOrgMMTarget outcomeNext step
Ressler Dental (Delray Beach, FL) SGA Jenn Stabilize ops before scaling Full Arch. Introduce 829 to the doctor. Plan GHL test in roughly 3 weeks (not ready to test yet).
Riverside Dental (Jacksonville, FL) SGA Jenn Maintain visibility with minimal friction. Get reporting access from Chris. Establish weekly KPI cadence.
Stage 3. Kickoff (3 pilots, 5 practices)

Mid-audit. Findings and consolidated roadmap expected in the next two weeks.

PilotOrgMMTarget outcomeNext step
New Horizons Dental Care Implant Center (Salina, KS) GEN4 Jenn Complete 2-week systems and reporting audit. Finish audit. Identify immediate wins. Align roadmap with Grow Dental.
Peak Family Dental (3 locations: Cottonwood, Flagstaff, Sedona, AZ) GEN4 Jenn One pilot, same audit cohort across 3 locations. Finish audits across all three locations. Evaluate reporting quality. Deliver consolidated roadmap.
Stage 4. Next Up (2 pilots)

Queue. Promotion to Pilot is bandwidth-gated, not work-gated.

PilotOrgMMTarget outcomeNext step
Pony Express Dental and Orthodontics (Eagle Mountain, UT) GEN4 Jenn Promote to Pilot when Kickoff cohort wraps. Bandwidth-gated.
Dakota Dental and Wellness Center (Farmington, NM) GEN4 Jenn Promote to Pilot when Kickoff cohort wraps. Bandwidth-gated.
Stage 5. Debate (7 pilots)

Hold pending discovery on each practice. No promotions this round (per Decision 3).

PilotOrgMMTarget outcomeNext step
Artistry in Dentistry (Gilbert, AZ) GEN4 Jenn Hold pending discovery. Confirm Full Arch baseline, owner cooperation, reporting access, AC percent of production.
Harris Dental (Litchfield Park, AZ) GEN4 Jenn Hold pending discovery. Confirm Full Arch baseline, owner cooperation, reporting access, AC percent of production.
PCCD Los Altos (CA) GEN4 Jenn Hold. FFS premium, heavier lift. Discovery on owner cooperation and reporting access. Reassess in 30 days.
PCCD Mountain View (CA) GEN4 Jenn Hold. FFS premium, heavier lift. Discovery on owner cooperation and reporting access. Reassess in 30 days.
Wagner Dental (Las Vegas, NV) GEN4 Jenn Hold pending owner cooperation signal. Confirm Full Arch baseline and reporting access.
Smile Gulf Coast (Gulfport, MS) GEN4 Jenn Hold pending Full Arch baseline data. Pull baseline. Confirm AC percent of production.
Southern Oak Conway (SC) SGA Kelly Hold pending Full Arch baseline data. Pull baseline. Confirm owner cooperation.

6.General Program Overview

6a. CRM Implementation

6b. Agency performance and decisioning

I still believe in vendor execution. No true learnings yet outside of OM and 829, who appear to be the front runners.

VendorRoleStatus
Grow Dental CRM build partner (GHL) Active. Thursday standups.
829 Paid media Recommended to take over MODIS practices and our key pilots.
OM Paid media Recommended to continue growing on the general side. Hyper engaged.
Progressive Legacy CRM and reporting Transitioning out. Lack of transparency. Possible limited future use.
The Implant Engine (TIE) Innovative Dental's paid media (Full Arch only) Moving away. Want more engagement and touchpoints.

6c. Data and reporting

7.Roles and responsibilities

FunctionOwnerNotes
Paid Media StrategyMeAll pilots.
CRM InfrastructureMe (Grow Dental as build partner)GHL deployment and snapshots.
Reporting and AttributionMeKPI dashboards, attribution flow.
Practice OperationsMe (oversight); Jenn, Jayme, Kelly day-to-dayPer Decision 1.
Sales EnablementKim (execution); me (accountability)Per Decision 2.
Creative StrategyMeAC plus Full Arch focus.
Vendor ManagementMeGrow Dental, 829, OM, Progressive transition, TIE transition.
Marketing day-to-day contactJenn or Jayme (by practice); Kelly at Southern OakPer Decision 1.

8.Risks and mitigations

RiskLikelihoodImpactMitigation
Jenn, Jayme, or Kelly bandwidth saturates as Kickoff and Debate practices activate. High Slowed rollout. Decision 3 sets the 30-day pilot ceiling at 6. Load reviewed weekly.
Kim engagement structure unclear (comp, scope, bandwidth). Medium Sales enablement work stalls. Lock Kim's terms in week 1 post-Decision 2. I draft scope plus metrics. Sarah signs off.
Multi-agency complexity (Grow Dental, 829, OM, Progressive transition, TIE transition) creates ownership confusion. Medium Attribution gaps, duplicated spend. I maintain a single vendor map. One-page accountability matrix per practice. Reviewed monthly.

9.Implementation

First 5 actions

  1. Lock the Advanced Care onboarding order and playbook. Be able to say with confidence which practices we onboard to AC and in what sequence, and what AC onboarding actually looks like end to end.
  2. Lock Kim's engagement. Scope, comp, success metrics, start date.
  3. Kick off active pilots, specifically 829 and Ressler.
  4. Develop a point of view on unit economics and best practices across paid media, CRM, sales process, and onboarding.
  5. Build the Kickoff to Pilot to Active gating criteria and roadmap.
Dakota Milner | SGA Growth | Confidential