Interview with Sarah Kim, Customer Success Lead at SmileBright Dental Group

Q1: Sarah, you’ve been through a few acquisitions in the dental practice space. When a larger dental group absorbs a smaller one, what’s the first cultural issue you focus on from a customer-success point of view?

One of the earliest red flags I watch for is communication breakdown. Those smaller groups often have their own jargon, workflows, and even slightly different patient interaction styles. After acquisition, the larger company sometimes tries to impose its own culture overnight or just leaves things ambiguous. Both cause confusion.

For example, a mid-sized group SmileBright acquired had three different ways they handled patient follow-up calls—ranging from handwritten notes to CRM reminders. The bigger org standardized it on a new CRM and a scheduling app, but never clarified the cultural expectations around patient care tone and urgency. Staff got frustrated with the tech but more with the feeling that their “way” was erased.

So I start by mapping those informal cultural practices. I call it a “culture audit,” though it’s more like listening sessions with frontline team members. We ask: What do you love about your current patient experience? Where do you feel forced to change since the acquisition? This signals respect for the old culture while identifying friction points.

Follow-up: How do you handle the tech side of that culture clash without alienating staff?

You have to pick your battles and communicate in terms the dental team knows. For instance, if your new tech stack involves smart device integration—like chairside tablets linked to patient records or automated digital recall reminders—don’t just roll it out and say “use this.” Explain how it reduces repeated paperwork, or helps hygienists spend more time chairside rather than on admin.

Another tactic: pilot the new tech with a small group of early adopters and collect feedback using tools like Zigpoll or even quick Slack surveys. That way, you get actionable input and build advocates. But be prepared for edge cases—some older dentists or front-desk staff might resist switching from paper or legacy systems. You’ll need layered training and sometimes even a “buddy system” pairing tech-savvy staff with those who need more hand-holding.

Aligning Values and Goals Post-Acquisition in Dental Groups

Q2: It’s common that acquiring companies have a different set of values. How do you bring these into alignment without making either side feel sidelined?

This one’s tricky. Values are emotional, and they’re deeply tied to the identity of the practice. One of our acquisitions had a family-first, community-focused vibe while the acquiring company emphasized efficiency and growth metrics.

Instead of forcing one over the other, I facilitated workshops where both groups shared stories about what motivated them to join the dental industry. We used exercises like “peak moments” where people described memorable patient experiences. Then, we identified overlapping themes: compassion, patient trust, and lifelong care.

From there, we created a shared “culture charter” that honored both sets of values but gave everyone a voice. It didn’t erase original identities but shifted the conversation toward common ground. For example, combining “community engagement” with “quality care delivery” was easier once framed as “serving every patient with respect while growing our reach.”

Follow-up: What if the two cultures are really at odds, say a corporate-driven approach versus a boutique, patient-centric one?

You have to be honest about which aspects are negotiable and which aren’t. Sometimes, the acquiring company’s KPIs (like patient throughput, billing efficiency) clash with the boutique’s slower, relationship-driven model. In that case, I recommend segmenting teams or practices under the same umbrella but allowing some autonomy—think of it like a “federated culture” instead of forced integration.

The downside? That creates complexity in communication and reporting, and you’ll need clear roles for maintaining cohesion at the leadership level. But sometimes preserving a bit of the original culture prevents burnout and attrition.

Consolidating Tech Stacks with Smart Devices in Mind

Q3: Dental practices often rely on specialized software—clinical, scheduling, billing. What are pitfalls when consolidating tech stacks post-acquisition, especially with smart device integration like intraoral cameras or digital sensors?

Oh, there are plenty. A big one is assuming that a single EHR or practice management system fits every office’s needs. Some practices use Dentrix; others prefer Eaglesoft or Open Dental. Post-acquisition, you might want one system but lose valuable workflows or integrations.

For instance, one office had smart intraoral cameras feeding images directly into their legacy system, creating a fast, seamless patient experience. But the acquiring group’s system lacked an API to support that. Forcing a switch meant slower workflows and frustrated hygienists who rely on instant imaging.

My advice: Before switching any software, inventory all smart devices and integrations—dental chairs, imaging tools, patient communication apps. Map out what each tool does and how it connects. Then pilot the new tech stack in one practice to catch workflow bottlenecks.

Follow-up: Are there strategies to ease staff into new devices post-merger?

Yes, and the key is hands-on training. Don’t just schedule a webinar or send out manuals. Get devices in staff hands early and simulate patient scenarios. Some practices use “tech champions” — staff members enthusiastic about the new tools who then mentor others.

Also, stagger the rollout. Trying to change practice management, patient engagement software, and digital imaging simultaneously can overload staff. You might first unify scheduling then add imaging tools a few months later.

Measuring Culture and Employee Pulse After Acquisition

Q4: You mentioned listening sessions earlier. What ongoing tactics do you use to measure company culture and employee satisfaction as integration unfolds?

I’m a fan of mixing qualitative and quantitative data. Survey tools like Zigpoll, Culture Amp, or even Google Forms can capture pulse checks every quarter. The surveys might cover trust in leadership, clarity on new processes, and feelings of inclusion.

But surveys alone don’t cut it. I recommend monthly focus groups or informal “coffee chats” (virtual or in-person) where people can share stories or frustrations openly. Post-acquisition periods are emotionally charged, so giving staff multiple outlets is crucial.

Follow-up: How do you prevent survey fatigue in smaller dental teams?

Excellent point. Dental offices often have less than 20 people, so frequent surveys feel like a chore. I keep surveys short — under 5 minutes — and mix formats. For example, Zigpoll offers quick emoji-based feedback that feels less formal.

Plus, transparency is critical. Share the survey results and what’s being done to address issues. When staff see their input leads to tangible changes—like adjusting training schedules or tweaking communication—it encourages future participation.

Real-World Example: Turning Culture Around after Acquisition

Q5: Can you share a concrete example where cultural integration led to measurable improvements after acquisition?

Sure. There was a mid-sized dental group acquired by a regional chain. Initially, patient retention dropped 5% in six months. Staff turnover also ticked upward by 8%.

We prioritized culture mapping first, uncovering that hygienists felt overlooked in the new communication style and many patient-care protocols were ambiguous. After rolling out targeted training with smart device tools—like chairside tablets for real-time treatment plan updates—and setting up biweekly staff huddles, patient retention climbed above pre-acquisition levels.

By month nine, patient retention rose from 75% to 82%, and staff turnover reduced by 6%, thanks to better clarity, inclusion, and tech enabling smoother workflows.

Actionable Steps for Mid-Level Customer Success Professionals

• Start with listening. Use informal interviews and quick pulse surveys (Zigpoll is great here) to understand legacy cultures and pain points.
• Map tech dependencies. Inventory all smart devices, EHRs, and integrations before deciding on consolidations.
• Pilot, then scale. Test culture and tech changes in one office before rolling out widely.
• Communicate the why. When introducing new smart devices or workflows, explain how they help patient care and reduce busywork.
• Celebrate overlapped values. Find shared cultural themes, don’t erase old identities.
• Segment when needed. If cultures really clash, allow some autonomy under an aligned leadership vision.
• Train hands-on. Use tech champions and stagger rollouts to avoid overwhelm.
• Measure continuously. Mix short surveys with focus groups and share results openly.

A Caveat on Tech Adoption in Post-Merger Culture

One thing to watch out for: over-reliance on technology as a culture “fix” can backfire. A 2023 Dental Industry Trends report found that while 68% of practices invested in smart device integration post-M&A, 42% saw no improvement in employee engagement. The missing piece? Human connection and respect.

Always remember: smart devices and consolidated software support culture — they don’t create it. Balance digital tools with genuine conversations and inclusive decision-making.

If you’re handling cultural integration after a dental group acquisition, expect some bumps but keep your focus on empathy and practical support. Culture isn’t a checkbox. It’s the daily experience of the team — and their patients.