Dental Practice Due Diligence Checklist (2026): The Buyer's Verification Lens
Co-founder at Peony. Former M&A at Nomura, early-stage VC at Backed VC, and growth-equity / secondaries investor at Target Global. I write about investors, fundraising, and deal advisors from the deal-side perspective I spent years in.
Last updated: August 2026
I'm Sean Yu, co-founder of Peony. Before Peony I spent my career on the deal side, and dental practices are one of the trickiest assets I watch people buy. On paper a practice looks like a clean small business with predictable cash flow. In reality the collections number hides a fee-schedule haircut, the "active patient" count is often a marketing figure, the hygiene department may be quietly broken, and the practice is unusually exposed to internal fraud. I run Peony, a data room company serving 6,800+ customers, so I see a lot of these deals move through diligence from the inside. This post is the buyer's verification lens: the dental-specific checklist that sits on top of a generic financial review, workstream by workstream, with the red-flag thresholds that actually matter.
A note on who this is for. It is written for the buyer running the screen — a DSO group-development lead or a dentist-buyer with an LOI — but it is just as useful to a selling dentist who wants to know exactly what a buyer will probe, because nothing kills leverage like being surprised in diligence. If you are the seller, read this as the list to get ahead of. Our dental practice sale data room guide is the seller's staging guide for these same documents; this is the buyer's verification lens on them.
Quick answer. Diligence on a dental practice runs six workstreams on top of a standard financial review. Verify the financials by triangulating the recast P&L, the tax returns, and raw practice-management production reports, and benchmark overhead against roughly 55 to 65 percent of collections. Audit the charts for a real active-patient count, recall rate, and unfinished-treatment liability, at the aggregate level only. Read the hygiene department as the recurring-revenue engine — a healthy one is roughly 25 percent of production, high performers about 30 to 33 percent. Reality-check the PPO exposure, where write-offs commonly run 40 to 60 percent of fees. Screen for embezzlement, because the profession is badly exposed to it. And assemble the legal and compliance file — associate covenants, licenses, OSHA, HIPAA, lease. Buyer diligence typically runs 90 to 120 days; the thing that moves price most is the quality-of-earnings recast. For the buyer's full journey from thesis to integration, see our dental roll-up and DSO playbook.
What does due diligence on a dental practice cover?
Due diligence on a dental practice covers six workstreams — financial verification, a chart audit, the hygiene department, the payer-mix reality check, an embezzlement screen, and the legal and compliance file — and the whole point is to verify that the collections continue after the selling dentist leaves. A dental practice is not a passive asset. Most of its value is a patient base and a fee schedule and a team, all of which can degrade the moment ownership changes, so the checklist is really a set of questions about durability, not a document-collection exercise.
The clock frames everything. Buyer due diligence in a dental sale commonly runs about 90 to 120 days, and it usually sits inside a letter-of-intent exclusivity window of 60 to 120 days (Dental Transitions). That means once the seller signs your LOI, you have a defined runway and they have committed to you alone — which is leverage for you and a reason for the seller to have their file ready before they sign.
The single thing that most often moves price inside that window is the quality-of-earnings review. Buyers strip add-backs the paper trail cannot support, and deals often get re-traded downward late in diligence when the review turns confrontational (Dental Transitions), so an over-claimed adjusted EBITDA gets cut. As an illustrative case: a seller claims 1.1 million dollars of EBITDA, the paper trail supports only 800,000, and the 300,000 a buyer strikes becomes 1.8 million dollars of price at a 6x multiple. That figure is illustrative — I applied a round multiple to a documentation gap to show the mechanic — but the mechanic is real, and it is why every workstream below ultimately feeds the number.
One boundary before the checklist. This post owns the dental-specific layer. The generic, multi-vertical healthcare diligence framework — the regulatory landscape, PHI handling at the framework level, the successor-liability and billing-audit machinery of larger healthcare deals — lives in our healthcare due diligence guide, and the general end-to-end deal process lives in our M&A due diligence process guide. Route to those for the framework; stay here for what is specific to a dental chair.
How do you verify the financials and production numbers?
You verify a dental practice's financials by triangulating three sources that should agree and usually do not on the first pass — the recast P&L, the filed tax returns, and raw production reports from the practice-management system — and by benchmarking overhead against 55 to 65 percent of collections. Sellers present a recast, normalized profit-and-loss statement that adds back owner perks and one-time costs to make earnings look their best. Your job is to test every line of that recast against harder evidence.
The tax return is your reality anchor. When the recast P&L shows meaningfully more profit than the tax return, that gap is the add-back schedule, and every add-back needs a paper trail a buyer's accountant can confirm — owner's above-market compensation normalized to a replacement associate salary, genuine one-time expenses, personal costs run through the practice, related-party rent. An add-back the seller cannot document is one you strike. The practice-management system is your third source: production and collections reports pulled straight from the software, not from a summary the seller typed up.
Benchmark aggressively. National median practice overhead sits at roughly 55 to 65 percent of collections, with a median near 62 percent, and staff salaries and benefits are the largest single component at about 25 to 30 percent of collections (ZenOne). A practice claiming overhead far below that band is either genuinely exceptional or is deferring costs — maintenance, staffing, marketing — that you will inherit and have to fund.
| Item to verify | What to pull | Red flag |
|---|---|---|
| Collections trend | 36 months of collections by month, from the practice-management system | Declining or lumpy collections the seller attributes to "one bad year" without documentation |
| Recast vs. tax return | Normalized P&L alongside three years of filed returns | Large add-backs with no receipts or logic; recast that cannot be rebuilt from the return |
| Overhead ratio | Full expense detail as a percent of collections | Overhead far under roughly 55 to 65 percent (deferred costs) or unexplained spikes |
| Provider production split | Production by individual provider and by procedure | One provider (usually the seller) driving most production |
| Seller dependence | Share of production tied to the selling dentist personally | High personal-production concentration with no associate bench to catch it |
| Collection ratio | Collections as a percent of production | A gap between production and collections that signals write-offs or aging receivables |
The number that predicts your post-close reality is seller dependence: the share of production that walks out the door with the selling dentist. A practice where the owner personally produces most of the dentistry, with no associate to absorb it, is a practice whose collections are at risk the day the owner leaves — which is a price and deal-structure question, not just a note. The seller-side view of building and defending this recast lives in our dental practice sale guide; the general method for testing an adjusted-EBITDA number is in our quality of earnings guide.
What does a chart audit tell you?
A chart audit tells you whether the patient base that produces the revenue is real, active, and likely to stay — and it is the most important non-financial verification in a dental deal, done at the aggregate level only. The financials tell you what the practice earned. The charts tell you whether it can keep earning it, because in a dental practice the patient base is the asset.
Start with the definition of an active patient, because it is where the biggest number games hide. A practice that counts anyone seen in the last 36 months will report a far larger "active" base than one using an 18-month window, and the marketing figure the broker quotes is rarely the one the software would produce. Pin the definition down, then verify the count against the practice-management system rather than accepting a headline. From there, read the flow: new-patient additions month over month, the recall and reappointment rate that turns a one-time visit into recurring revenue, and treatment-plan acceptance.
Pay special attention to unfinished treatment. Accepted but incomplete treatment plans are a liability and a revenue-quality signal, not a backlog of easy money — they may reflect patients who lost confidence, insurance that ran out, or work that was oversold. A large unfinished-treatment balance deserves scrutiny, not celebration.
| Item to verify | What to pull | Red flag |
|---|---|---|
| Active-patient count | The seller's active-patient definition plus the raw count from the software | A count that only holds up under a loose 36-month definition |
| New-patient flow | New patients per month over 24 months | A declining new-patient trend the seller has not disclosed |
| Recall / reappointment rate | Reappointment percentage out of the hygiene schedule | A weak reappointment rate, signaling a broken recall system |
| Treatment-plan acceptance | Presented vs. accepted treatment value | Acceptance propped up by the departing owner's personal relationships |
| Unfinished treatment | Accepted-but-incomplete treatment balance | A large unfinished balance treated as guaranteed future revenue |
Do all of this in the aggregate. Individual patient charts contain protected health information, and that data stays behind controlled access and a Business Associate Agreement; identifiable records transfer at close through a separate process, not through the diligence room. The disciplined default is to review counts, rates, and distributions — never named patients — and where any review genuinely touches PHI, confirm the BAA is in place and consult healthcare counsel on scope. This is a boundary, not compliance advice.
How do you read the hygiene department?
Read the hygiene department as the recurring-revenue engine of the practice, and use its share of production as the fastest quality signal: a healthy department is roughly 25 percent of total production, with high performers reaching about 30 to 33 percent. Hygiene is the most predictable, most repeatable revenue in the building — patients on a recall cadence, coming back on a schedule — so its health is a direct read on the durability of the earnings you are buying.
The baseline benchmark is clear. A healthy hygiene department contributes roughly 25 percent of total practice production, with high performers in the 30 to 33 percent range, per industry benchmarks (Dentx). A department sitting well below the baseline is a signal, and usually a fixable one: a broken recall system, under-scheduled hygienists, or a doctor personally doing prophylaxis and periodontal maintenance that a hygienist should carry. Each of those lowers the quality of the earnings, because it means the practice's most repeatable revenue is not running the way it should.
Do not stop at the headline percentage. Verify the hygiene reappointment rate and the number of active hygiene days, because a department can look healthy on a monthly total while relying on a hygienist who is leaving. Hygiene revenue depends on the people who deliver it as much as on the patient base, so confirm whether the hygienists intend to stay through the transition. A strong hygiene number attached to a departing hygienist is a weaker asset than it looks.
What is the PPO and payer-mix reality check?
The payer-mix reality check is where headline collections meet the fee schedule, and it is the number sellers most often gloss over: on PPO patients the practice writes off the gap between its office fee and the insurer's contracted rate, and industry consultants report those write-offs commonly run 40 to 60 percent of fees. A dollar of production is not a dollar of collections once PPO adjustments are applied, so two practices with identical top-line production can have very different earnings quality depending on payer mix.
Take the write-off seriously. Industry consultants — PPO-negotiation vendors, so read the incentive, but the direction is well established — report that average PPO adjustments run roughly 40 to 60 percent of a practice's fees (Veritas Dental Resources), and PPO reimbursement has stayed essentially flat while overhead has risen (Georgia Dental Association). A heavily PPO-dependent practice has structurally lower-quality collections than a fee-for-service practice at the same headline, and a practice with a strong fee-for-service mix has pricing power a buyer should value.
The transferability question is the closing risk. On a change of ownership, the buyer typically has to re-enroll and re-credential with each payer on that payer's own timeline, and the lag can interrupt reimbursement right at the handover. Credentialing transfer is not a formality; it is a critical-path item that can stall network participation for weeks.
| Item to verify | What to pull | Red flag |
|---|---|---|
| PPO write-off level | Adjustments as a percent of production, by plan | Write-offs at the high end with no plan to renegotiate or drop plans |
| Payer concentration | Production by individual payer | A single payer driving an outsized share of production |
| Fee-for-service mix | FFS vs. PPO vs. government-program split | Thin FFS mix, meaning little pricing power |
| Credentialing transfer | Current in-network status per payer; enrollment records | Assumption that credentialing transfers instantly on change of ownership |
| Out-of-network exposure | Share of collections from out-of-network billing | Revenue reliant on out-of-network payment that a payer policy change could cut |
Confirm which plans the practice is in-network with, what the out-of-network exposure is, and whether the seller has recently dropped or is planning to drop any plan — surveys note a meaningful share of dentists intend to drop at least one PPO — because a payer change reshapes revenue after close, and you want to model it before you sign, not discover it after.
How do you screen for embezzlement and internal controls?
Screen every dental practice for embezzlement, because the profession is unusually exposed to it, and run the screen as a mechanical controls check rather than an accusation. The reason to take this seriously is not paranoia. Prosperident CEO David Harris, whose firm investigates dental-practice fraud, estimates that more than two out of every three dentists will eventually be victims of fraud — an expert estimate rather than a controlled prevalence study — and ADA survey data reported by Cain Watters found that 35 percent of dental practices have experienced embezzlement at least once, with an additional 17 percent more than once. A practice you are buying may be carrying losses no one has caught, and weak controls are a value and a liability question.
The biggest structural red flag is concentration of control: one person handling the entire money cycle — billing, posting payments, running adjustments, and making deposits — with no separation of duties and no owner review. That is the setup that lets money leak undetected, and small practices fall into it naturally because they are small.
The screen itself is three checks:
- Day-sheet-to-deposit reconciliation. Pull a sample of days and confirm the day sheet's collected total matches the actual bank deposit. Gaps are the classic tell.
- Adjustment and write-off review. Read the adjustment report for write-offs and account credits that do not track to a real clinical or insurance reason. Fraud often hides inside adjustments.
- Authority and access review. Confirm who can void transactions, post adjustments, and issue refunds, and whether anyone reviews those actions. Unchecked adjustment authority in one person's hands is the enabling condition.
None of this proves anything by itself. What it tells you is whether the controls that would have caught embezzlement exist — which is exactly what a buyer needs to know before assuming a practice, and exactly what a seller should tighten before going to market.
What goes in the legal and compliance file?
The legal and compliance file answers whether the practice can keep operating lawfully and whether its people are contractually locked in — associate covenants, licenses and registrations, OSHA, HIPAA, and payer enrollment. This is the workstream where a buyer confirms there is nothing that stops the practice from running the day after close, and where a seller's loose paperwork can create real friction.
Start with the associate employment agreements and read the restrictive covenants closely, because whether they hold is a state-by-state question and it moved recently. There is no federal non-compete ban: the FTC's 2024 rule never took effect, and after a Texas court set it aside, the FTC in September 2025 moved to drop its defense of it (FTC). So state law governs, and it is a genuine patchwork — some states restrict or ban healthcare non-competes, and several recently extended limits to dentists specifically (Littler; Epstein Becker Green). If the practice's producing associates are not enforceably tied down, an important part of the value can walk after close.
Then verify the rest of the file:
| Item to verify | What to pull | Red flag |
|---|---|---|
| Associate agreements | Employment contracts and restrictive covenants for every associate | Producing associates with no enforceable non-compete under the relevant state's law |
| Licenses and registrations | Dentist and associate state licenses, DEA registrations | Any lapsed, expired, or pending license or registration |
| Equipment and radiology certs | Radiology and equipment certifications and inspection records | Overdue inspections or uncertified imaging equipment |
| OSHA program | Written OSHA program plus training logs | No documented program or missing training records |
| HIPAA posture | HIPAA policies, current risk assessment, breach history | No recent risk assessment, or an undisclosed breach in the history |
| Payer enrollment | Medicaid and commercial enrollment status | Enrollment the buyer wrongly assumes transfers automatically |
On HIPAA, keep the boundary discipline the whole way through: diligence runs on aggregate data, not patient charts, a data room vendor that handles protected health information signs a Business Associate Agreement, and identifiable records move at close through a separate process. Where Medicaid participation matters, confirm enrollment status, since it re-enrolls on a change of ownership. And read all of the above as a verification checklist, not as legal advice — have a healthcare M&A attorney review the covenants and the compliance posture before anything exclusive is signed.
What about the facility, equipment, and lease?
The facility workstream is about the assets and the space that come with the practice — remaining lease term, assignment rights, equipment age and condition, and the practice-management data itself — and a short lease or a hard-to-move data system is a real value lever. For most practices the building is leased, which makes the lease one of the most important documents in the deal.
Read the lease for remaining term and renewal options first. A practice with only a year or two left on its lease is a weaker acquisition than the same practice with a long runway, because relocation is expensive and risks the very patient base you are buying. Check the assignment clause: whether the lease can transfer to you at all, and on what conditions, is a gating item that can stall or reshape a deal. Remaining lease term is a genuine value lever, not a footnote.
Inventory the equipment and read its age and condition, because deferred replacement is a cost you inherit. Older imaging and operatory equipment may need near-term capital, and note that gain on previously depreciated equipment is treated as ordinary income to the seller under the Section 1245 recapture rules — which is why buyer and seller often push in opposite directions on how the purchase price is allocated between equipment and goodwill.
Finally, the practice-management system and its data. Confirm what software the practice runs, whether the clinical and financial data can be migrated cleanly to your systems if you plan to convert, and whether there are IT dependencies — legacy servers, unsupported software, a single vendor relationship — that become your problem at close. The data is part of the asset; verify you can actually take it with you.
Related resources
- Dental roll-up and DSO playbook — the buyer's full journey from thesis to integration; this checklist is its diligence chapter in depth
- Dental practice sale data room — the seller's staging guide for these same documents; this post is the buyer's verification lens on them
- Dental practice sale guide — baseline valuation, the full sale process and timeline, and tax structure
- DSO offer evaluation — how a seller reads a DSO's offer structure and EBITDA recast from the other side of the table
- Quality of earnings — the general method for testing an adjusted-EBITDA number and preparing a defensible add-back package
- Healthcare due diligence — the generic multi-vertical healthcare diligence framework this dental checklist sits on top of
- M&A due diligence process guide — the end-to-end deal process around any diligence workstream
Frequently asked questions
What does due diligence on a dental practice cover?
Due diligence on a dental practice covers six workstreams: financial and production verification, a patient-chart audit, the hygiene department, the PPO and payer-mix reality check, an embezzlement and internal-controls screen, and the legal, compliance, facility, and lease file. The through-line is that you are not verifying a set of documents; you are verifying that the collections continue after the selling dentist leaves. Timeline-wise, buyer due diligence in a dental sale commonly runs about 90 to 120 days, and it usually sits inside an LOI exclusivity window of 60 to 120 days, so the clock matters. The single thing that most often moves price during that window is the quality-of-earnings review: a buyer strips add-backs the seller cannot document, and a padded adjusted EBITDA gets cut, which at a mid-single-digit multiple becomes a seven-figure swing in price. Walk in verifying a defensible number, not discovering an indefensible one. This checklist is the dental-specific layer; the generic multi-vertical healthcare diligence framework lives in our healthcare due diligence guide.
How do you verify the financials and production numbers of a dental practice?
You verify a dental practice's financials by triangulating three independent sources that should agree and rarely do on the first pass: the recast profit-and-loss statement, the filed tax returns, and the raw production and collections reports straight out of the practice-management system. When the tax return shows less than the seller's recast P&L, ask why every add-back exists and demand a paper trail for each one. Benchmark overhead against the national range of roughly 55 to 65 percent of collections, with a median near 62 percent per industry data — a practice claiming dramatically lower overhead is either exceptional or is hiding costs the buyer will inherit. Then pull the numbers apart: collections trend over 36 months, production split by individual provider, and the share of production that depends on the selling dentist personally, because that seller-dependence percentage is the number that predicts how much revenue walks out the door at close. Baseline valuation methodology and the seller's own EBITDA recast sit in our dental practice sale guide; the general quality-of-earnings method sits in our quality of earnings guide.
What does a dental chart audit tell you?
A chart audit tells you whether the patient base that produces the revenue is real, active, and likely to stay — the single most important non-financial verification in a dental deal. Start by pinning down how the seller defines an active patient, because an 18-month definition and a 36-month definition produce very different counts, then verify the count against the practice-management system rather than accepting the marketing number. Read new-patient flow month over month, the recall and reappointment rate (the engine of recurring revenue), and treatment-plan acceptance. Look hard at unfinished treatment: accepted but incomplete treatment plans are a liability and a revenue-quality question, not an asset. Do all of this at the aggregate level. Individual charts contain protected health information that stays behind controlled access and a Business Associate Agreement, and the identifiable patient records transfer at close through a separate process, not through the diligence room. Where any chart-level review touches PHI, confirm a BAA is in place and consult healthcare counsel on scope.
How do you read a dental practice's hygiene department?
You read the hygiene department as the recurring-revenue engine of the practice, and its share of production is the fastest tell. A healthy hygiene department contributes roughly 25 percent of total practice production as a baseline, with high performers reaching about 30 to 33 percent, per industry benchmarks. A department well below the baseline signals a broken recall system, under-scheduled hygienists, or a doctor absorbing work that hygiene should carry — each of which is a fixable problem that also lowers the quality of the earnings you are buying, because hygiene production is the most predictable, most repeatable revenue in the building. Verify the hygiene reappointment rate and the number of active hygiene days, not just the headline percentage, and check whether the hygienists are staying through the transition, because hygiene revenue depends on the people who deliver it as much as on the patient base.
What is the PPO and payer-mix reality check in a dental deal?
The PPO reality check is where headline collections meet the fee schedule, and it is the number sellers most often gloss over. The practice does not keep its full fee on PPO patients; it writes off the difference between its office fee and the insurer's contracted rate, and industry consultants report that PPO write-offs commonly run 40 to 60 percent of a practice's fees. So a practice with heavy PPO dependence has lower-quality collections than the same top-line number in a fee-for-service practice. Map production by individual payer to find concentration risk, and treat credentialing transfer as a closing-timeline risk, not a formality: on a change of ownership, the buyer typically re-enrolls and re-credentials with each payer on that payer's own timeline, and the lag can interrupt reimbursement right when the practice changes hands. Confirm which plans the practice is in-network with, what the out-of-network exposure is, and whether the seller has recently dropped or plans to drop any plan, because a payer change reshapes revenue after close.
How do you screen a dental practice for embezzlement and internal controls?
You screen for embezzlement because dental practices are unusually exposed to it, and the screen is mechanical, not accusatory. The reason to take it seriously: Prosperident CEO David Harris, whose firm investigates dental-practice fraud, estimates that more than two out of every three dentists will eventually be victims of fraud — an expert estimate, not a controlled study — and ADA survey data reported by Cain Watters found that 35 percent of dental practices have experienced embezzlement at least once, with an additional 17 percent more than once. The single biggest structural red flag is one person controlling the entire money cycle — billing, posting, adjustments, and deposits — with no separation of duties and no owner review. Run three checks: reconcile the day sheet to the bank deposit across a sample of days, review the adjustment and write-off report for patterns that do not track to real clinical or insurance reasons, and confirm who has the authority to void, adjust, and refund. None of this proves fraud. It tells you whether the controls that would have caught it exist, which is exactly what a buyer needs to know before assuming the practice.
What goes in the legal and compliance file when buying a dental practice?
The legal and compliance file answers whether the practice can keep operating lawfully and whether its people are contractually locked in. Pull every associate employment agreement and read the restrictive covenants closely, because non-compete enforceability is a state patchwork and it moved recently: there is no federal non-compete ban, the FTC's 2024 rule never took effect, and as of September 2025 the agency moved to drop its defense of it, so state law governs and varies widely. Verify the seller's and associates' dental licenses, DEA registrations, and radiology and equipment certifications are current. Confirm an OSHA program with training logs, and HIPAA policies with a current risk assessment and any breach history — a data room vendor handling protected health information signs a Business Associate Agreement, and the aggregate-versus-PHI boundary should hold throughout diligence. Where Medicaid participation matters, check enrollment status, since it re-enrolls on a change of ownership. This is a verification checklist, not legal advice; have a healthcare M&A attorney read the covenants and the compliance posture before you sign anything exclusive.
How do buyers and sellers exchange due diligence documents in a dental practice sale?
They exchange documents through a confidential data room rather than email, because a dental sale involves sensitive financials, payer contracts, and staffing details that cannot leak to the team or a competitor-adjacent buyer mid-process. The seller stages the checklist documents behind an NDA gate and gives each buyer a separate link, so activity is tracked per buyer and any one bidder can be shut out without touching the others. I run Peony, a data room company serving 6,800+ customers, and this is exactly the job it is built for: per-viewer dynamic watermarking and the Advanced NDA that produces a signed PDF for both sides are on the 52-dollar-per-admin-per-month Data Room plan, while the 30-dollar Business plan covers a lighter process with a Simple NDA, screenshot protection, and one-click revoke. The free tier lets you try the workflow before committing, analytics and link expiry are on every tier including free, and viewers are always free, so a buyer running diligence and a seller staging documents both work in the same room without per-seat cost. With 6,800+ customers running deals this way, the pattern is well worn.
About the author: Sean Yu is the co-founder of Peony, the data room platform used by 6,800+ customers across M&A, fundraising, and diligence workflows — including dentists and healthcare buyers running practice acquisitions. Before Peony, Sean spent his career on the deal side — M&A at Nomura, early-stage VC at Backed VC, and growth-equity / secondaries at Target Global — running and supporting sell-side and buy-side processes across healthcare, software, and industrials in North America and Europe. He studied Biomedical Engineering at Imperial College London on a full scholarship before dropping out to build companies. Sean is also a co-founder of Gingercontrol, an AI-native trade-compliance platform that raised $2.1M. Contact: sean@peony.ink • LinkedIn.
Sources
- Dental Transitions — DSO Dental Practice Transition Timeline (2026)
- Dental Transitions — Dental Practice Sale Multiples: 2026 Valuation Guide
- ZenOne — Dental Practice Overhead Benchmarks
- Dentx — Dental Hygiene Production Benchmarks
- Veritas Dental Resources — PPO Fee Negotiations 2025
- Georgia Dental Association — Why Dental Practices Can't Afford to Stand Still on PPO Contracts
- Cain Watters & Associates — Dental Detectives: Would You Spot an Embezzler in Your Practice?
- FTC — Files to accede to vacatur of Non-Compete Clause Rule (Sept 2025)
- Littler — States continue to limit restrictive covenants for health-care professionals
- Epstein Becker Green — States amend restrictive-covenant laws for healthcare providers