Selling your dental practice is one of the biggest financial decisions you will ever make. Whether you are approaching retirement, relocating, dealing with burnout, or simply ready for the next chapter, the sale of your practice represents decades of work, relationships, and investment.
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Selling a dental practice is not like selling a house or a car. It involves layers of financial analysis, legal documentation, buyer qualification, and careful transition planning. The entire process typically takes between 6 and 12 months for metropolitan practices, though rural practices may take significantly longer depending on buyer availability in the area. Understanding the steps involved, and the costs tied to each, helps you avoid surprises and gives you more control over the outcome.
Before anything else, get clear about why you are selling and when you need the sale to close. Your motivations will shape nearly every decision going forward. A dentist planning for retirement in two years has very different priorities than someone dealing with a health emergency or a practice partner dispute. Are you hoping to stay on as an associate after the sale? Do you want to sell to an individual dentist or are you open to a DSO? Is maximizing the sale price your top priority, or is finding the right cultural fit for your patients and staff more important?
Setting a clear timeline also affects preparation. Ideally, you should begin planning at least 12 to 24 months before your target sale date. That gives you enough time to clean up your financials, make any operational improvements, and enter the market in the strongest possible position.
You need three to four professionals in your corner. First, a dental practice broker who specializes in your region and understands the nuances of dental transitions. Second, an attorney who is specifically familiar with dental practice transactions and can draft or review purchase agreements, non-compete clauses, and lease assignments. General business attorneys often miss nuances unique to dental sales, so finding counsel with a track record in dental transitions is strongly recommended. Third, a CPA or tax advisor who can help you understand the tax implications of the sale, structure the deal favorably, and plan for the proceeds. Some sellers also bring in a financial planner to coordinate the sale with their retirement strategy.
Choosing the right broker matters more than most sellers realize. A good broker handles the valuation, creates your marketing materials, identifies and screens qualified buyers, manages negotiations, and keeps the deal on track through closing. Look for someone with a track record of completed transactions in your state, references you can call, and a clear explanation of their process and fees.
Costs at this stage
Most brokers do not charge upfront fees. Broker commissions are paid at closing and typically range from 8% to 10% of the sale price. US Dental usually charges 7% or less. Attorney fees typically run between $4,000 and $10,000, depending on complexity.
You cannot sell what you have not priced, and pricing a dental practice accurately requires more than a rule-of-thumb estimate. The old formula of "65% to 80% of annual collections" still gets thrown around, but it dramatically oversimplifies things. Research from Professional Transition Strategies found that out of 46 practices analyzed, 41 were valued above the traditional 0.8x revenue rule of thumb, and 27 of those were undervalued by $1 million or more using that simple multiple. In other words, guessing at your value based on collections alone can leave serious money on the table.
A professional appraisal looks at your financial performance over three or more years, your patient demographics and payer mix, the condition of your facility and equipment, your staff stability, your location, and the current market demand for practices like yours. The appraiser then uses one or more recognized valuation methods to arrive at a defensible number.
The three most common valuation approaches in dentistry are the percentage-of-collections method, the Seller's Discretionary Earnings (SDE) multiple method, and the EBITDA multiple method. For most private practice sales, SDE is the standard. SDE multiples for dental practices typically range from 1.0x to 2.0x, with the average around 1.70x. Larger practices selling to DSOs are usually valued using EBITDA multiples, which can range from 5x to 9x or higher depending on the size, location, and scalability of the practice.
Costs at this stage
Most brokers charge $3,500 or more for a valuation. US Dental charges $1,800, and the fee is credited toward the commission at closing.
Prepare Financials: Your broker and CPA will help identify areas to strengthen before going to market. You will need to organize P&L statements, tax returns, balance sheets, AR reports, production metrics, and an equipment inventory. Clean documentation signals a well-managed operation.
Create the CIM: Your broker will assemble a Confidential Information Memorandum (CIM), which qualifies buyers review before proceeding. It includes a financial overview, operational summary, photos, and highlights.
Market the Practice: Your broker will market your practice through a combination of channels, including dental journals, online practice listing sites, direct outreach to their buyer network, and sometimes local dental societies. Confidentiality is critical during this phase. Premature disclosure of the sale to staff, patients, or the local dental community can damage practice value by creating uncertainty. Buyers will sign non-disclosure agreements (NDAs) and be financially pre-qualified before receiving any identifying information about your practice.
The marketing phase typically lasts between two and six months, depending on your location and the demand for practices in your area. Metropolitan practices with strong collections and modern facilities tend to attract buyers faster. Rural or small-town practices may require a longer marketing period due to a smaller buyer pool.
Costs at this stage
Included in your commission.
When qualified buyers express interest, your broker will help you evaluate their offers. This is not just about the highest number. You need to consider the deal structure (is it all cash at closing, or does it include an earnout or seller financing?), the buyer's financing timeline, whether the buyer plans to retain your staff, any transition period they expect from you, and the non-compete terms they are requesting.
Once you select a buyer, the next step is signing a Letter of Intent (LOI). The LOI outlines the agreed-upon purchase price, the general structure of the deal, the expected closing timeline, and the major terms both parties will negotiate in the final purchase agreement. The LOI is typically non-binding on price but may include binding provisions around confidentiality and exclusivity (meaning you take the practice off the market during due diligence).
Costs at this stage
Your attorney should review the LOI before you sign. This is part of your overall legal fees.
After the LOI is signed, the buyer and their advisors will conduct a thorough review of your practice. Expect them to scrutinize your financial records, verify your patient count and production numbers, inspect your equipment, review your lease, assess your staff, and possibly visit the office (sometimes under the guise of a prospective associate to maintain confidentiality). Due diligence typically takes 30 to 60 days.
This is the phase where deals most often fall apart. Common reasons include financial discrepancies between what was represented and what the buyer finds, lease issues the landlord is unwilling to resolve, equipment problems that were not disclosed, or simply buyer hesitation. The best defense against a failed due diligence is preparation: having your documents organized, being transparent about known issues upfront, and working with a broker who can manage the process and keep both parties on track.
Costs at this stage
No direct additional costs to you, though your attorney and CPA may bill time for responding to buyer requests and questions during this period.
The purchase agreement is the definitive legal document governing the sale. It specifies the exact purchase price, the allocation of that price among asset categories (goodwill, equipment, supplies, non-compete, patient records), representations and warranties from both parties, the transition terms, and what happens if something goes wrong. Your attorney and your broker will negotiate the terms of this agreement with the buyer's team.
Purchase price allocation is especially important because it determines your tax treatment. Goodwill, which typically makes up 80% to 90% of a dental practice's sale price, is taxed at the more favorable long-term capital gains rate (generally 15% to 20%, depending on your income bracket). Tangible assets like equipment are subject to depreciation recapture and taxed as ordinary income, which can run as high as 37%. The buyer also pays sales tax on the portion of the sale price allocated to equipment, which affects how both sides negotiate the allocation. How you and the buyer agree to allocate the purchase price across these categories directly affects how much of the sale price you actually keep. This is where having a good CPA and an experienced attorney pays for itself many times over.
Closing typically takes one to two months after the purchase agreement is fully executed. Both parties sign the documents, funds are transferred, and ownership changes hands.
Costs at this stage
Attorney fees for purchase agreement negotiation and closing documents are the primary cost here, and this is where the bulk of your legal fees accumulate. Expect $3,000 to $7,000 of your total attorney budget to be spent at this stage. Your broker commission is also paid at closing.
The sale does not end at closing. Most purchase agreements include a transition period during which the selling dentist stays on, either full-time or part-time, to introduce the buyer to patients and staff and help with the handoff. This period typically lasts 30 to 90 days, though some deals negotiate longer transitions of six months or more.
Patient notification is a critical element of the transition. You will typically send a letter to all active patients introducing the new dentist and reassuring them about continuity of care. Some states have specific requirements about patient notification, so your attorney should advise on compliance. Staff communication should be handled carefully and typically happens after closing or very close to it, with a positive, forward-looking message.
Costs at this stage
Patient notification mailings typically run $1,500 to $2,000 depending on the size of your patient base. This cost can be significantly reduced when the office is able to email notices to patients instead of mailing them. Your time during the transition period may or may not be compensated, depending on what you negotiated in the purchase agreement.
Understanding the full cost picture upfront helps you plan your exit more effectively. Here is a realistic summary of the expenses most sellers encounter:
Most brokers charge $3,500 or more for a practice valuation. US Dental charges $1,800 and credits this fee toward the commission. Attorney fees for the full transaction, including LOI review, purchase agreement drafting and negotiation, and closing, typically total between $4,000 and $10,000. Broker commissions are typically the largest single expense at an industry average of 8% to 10%. US Dental usually charges 7% or less, depending on the size of the practice. Patient notification costs run about $1,500 to $2,000, though this can be reduced significantly when the office can email patients. Facility improvements, if needed, can range from $5,000 to $20,000.
Then there are taxes, which are almost always the biggest expense. The portion of your sale allocated to goodwill is taxed at long-term capital gains rates, typically 15% to 20%. Equipment and other tangible assets may be subject to depreciation recapture at ordinary income rates up to 37%. Most sellers walk away with approximately 70% of the total sale price after all fees, commissions, and taxes are paid. Your actual figure will depend on your tax bracket, entity structure (C-corp, S-corp, LLC, sole proprietorship), how the purchase price is allocated, and whether you use tax-deferral strategies like installment sales.
Where a $1M sale goes (estimated breakdown)
Estimates vary based on tax bracket, entity structure, and deal terms. Illustration assumes a standard private sale with goodwill.
Practice valuation is both art and science, and it is one of the areas where sellers most often leave money on the table or fall into traps.
SDE is the most common valuation metric for dental practices selling to individual buyers, especially those with annual revenue under $2 to $3 million. SDE represents the total financial benefit available to a single owner-operator. To calculate it, you start with your net income and add back the owner's salary and benefits, interest, taxes, depreciation, amortization, and any discretionary or non-recurring expenses. The resulting number reflects what a new owner could expect to earn from the practice.
Once you have your SDE, a valuation professional applies a multiple to arrive at the estimated practice value. SDE multiples for dental practices typically range from 1.0x to 2.0x, depending on practice size, location, growth trends, and risk factors. For example, a practice with SDE of $350,000 and a 1.7x multiple would be valued at approximately $595,000.
Example SDE Calculation
For a deeper explanation of SDE, including the formula, common dental add-backs, and how to calculate your own, read our detailed guide: Seller's Discretionary Earnings Explained for Dental Practice Owners.
EBITDA is the preferred metric for larger practices, multi-location groups, and DSO transactions. Unlike SDE, EBITDA does not add back the owner's compensation. Instead, it accounts for a market-rate salary for a dentist to perform the clinical work, and the remaining profit is what the buyer (often a corporate entity or private equity group) cares about. DSO buyers in 2025 and 2026 have been paying between 5x and 9x EBITDA for attractive practices, with some platform acquisitions commanding even higher multiples for well-positioned groups.
This is the simplest and most widely recognized rule of thumb. General dental practices have historically sold for 60% to 85% of annual collections when selling to a private buyer. Specialty practices have their own benchmarks: orthodontic practices tend to sell at the highest percentage of collections (around 75% to 80%), while endodontic and periodontic practices may trade slightly lower. While useful as a quick sanity check, this method does not account for profitability, overhead, staff costs, or dozens of other factors that affect what a buyer is actually willing to pay. It should never be your only valuation tool.
Typical valuation ranges by method
SDE Multiple
Private buyers
EBITDA Multiple
DSO / group buyers
% of Collections
Rule of thumb
This is the most common type of dental practice sale. You sell 100% of the practice to an individual dentist who takes over operations immediately or after a short transition period. The buyer typically finances the purchase through a dental-specific lender like a bank or SBA loan provider. Turn-key sales usually command 65% to 85% of annual collections or 1.0x to 2.0x SDE.
In this model, you bring on an associate dentist who purchases a portion of the practice over time, eventually buying you out completely. This can be an attractive option if you want to reduce your workload gradually while mentoring a successor. The risk is that associate-to-owner transitions have a historically high failure rate, with industry estimates suggesting that the majority of associateships do not result in a completed purchase. Clear legal agreements and defined timelines are essential.
Dental Service Organizations have become major buyers in the dental transition market, and their activity is expected to increase through 2026. DSOs generally require at least $1 million in annual revenue to show interest, and they typically pay higher multiples than individual buyers, especially for practices with strong EBITDA, multiple locations, or growth potential. The tradeoff is that selling to a DSO often means giving up some or all clinical autonomy, and deal structures can be complex. Common DSO structures include full buyouts, joint ventures, and equity rolls where you retain a minority stake and participate in future upside. Most DSOs also require the selling dentist to remain on staff for a minimum of two to three years after closing, so be prepared for a longer commitment than a typical private sale transition. The timeline for DSO transactions can be significantly shorter than private sales, sometimes closing in 60 to 90 days.
Not every practice qualifies for a full turn-key sale. Smaller offices, practices with lease issues or very old equipment, or those with declining production may be better suited to a goodwill-only or patient records sale. In a goodwill sale, the buyer purchases the intangible value of the practice (patient relationships, reputation, and phone number) without acquiring the physical assets. In a records sale, a nearby dentist purchases your active patient records and absorbs them into their existing practice. These transactions typically sell at lower multiples but can be a practical exit strategy when a traditional sale is not feasible.
Merging with another practice or bringing in a partner who buys an ownership stake can increase scale, reduce overhead, and create a more valuable combined entity. This approach works best when both parties share a clinical philosophy and long-term vision.
The honest answer is that it depends on your location, your practice's financial health, the type of buyer you are targeting, and how well-prepared you are before going to market.
For most metropolitan practices with solid financials and modern equipment, the full process from initial listing to closing takes 6 to 12 months. Some well-positioned practices sell in as little as 4 to 6 months. Rural practices often take significantly longer, sometimes 1 to 3 years, because the pool of buyers willing to relocate to a small town is simply smaller. DSO transactions, because they skip the buyer-search phase, can close in as little as 60 to 90 days once the parties are aligned.
Several factors can speed up or slow down your timeline. Practices with annual collections above $750,000, clean financial records, a stable team, modern technology, and a desirable location will sell faster. Practices with declining revenue, outdated equipment, short or unfavorable leases, heavy Medicaid dependence, or location in areas with low population density will take longer.
For a more detailed breakdown of what to expect, read our guide: How to Sell a Dental Practice: A Step-by-Step Timeline.
Typical timeline: private buyer sale
Accounts receivable (AR) is handled separately from the main practice valuation. Your AR represents money owed to you for services already provided, and how you handle it during the transition is an important decision.
In most private sales, accounts receivable is retained by the seller and is rarely included in the transaction. The seller typically continues collecting outstanding balances after closing or arranges for the buyer to collect on their behalf and remit payments over a defined period. However, DSOs usually want AR included when they make an offer, so if you are selling to a DSO, expect this to be part of the negotiation. When AR is sold, the discount depends on the age of the receivables: current balances might sell at 90% to 98% of face value, while balances aged 90 days or more might only bring 25% to 50%.
One important tax note: proceeds from selling your accounts receivable are taxed as ordinary income, not capital gains. Your CPA should factor this into your tax planning.
Premature disclosure to staff, patients, or competing dentists can damage practice value. Staff may look for new jobs, and patients might leave. A broker ensures buyers sign NDAs and handles marketing anonymously until the LOI phase.
One of the fastest ways to damage your practice's value is to let word get out prematurely that you are selling. If your staff learns you are planning to leave before a deal is in place, you risk key employees looking for other jobs, which makes the practice less attractive to buyers. If patients hear rumors, some may start looking for another dentist. If neighboring dentists find out, they may try to recruit your hygienists or associates.
A good broker will manage confidentiality from the start. All potential buyers should sign NDAs before receiving any identifying information about your practice. Marketing materials should be anonymized in the initial stages. Staff and patients should not be notified until after the deal is closed or very near closing, unless your specific circumstances require earlier disclosure.
The best time to start preparing for a sale is two to three years before you plan to list. This gives you time to optimize your financials, address any operational weaknesses, and enter the market from a position of strength rather than urgency.
Your practice may have immense personal value to you, but buyers are evaluating it based on financial performance, risk, and opportunity. A professional valuation grounded in real data keeps expectations realistic and prevents deals from falling apart over pricing disputes.
Your office lease is one of the most important assets in the sale, and a short remaining term or an uncooperative landlord can kill a deal. Review your lease early, and negotiate a renewal or extension if necessary. Buyers typically want to see at least five years remaining on the lease.
Selling a practice without a broker is possible, but data suggests that half of FSBO transactions fall apart before closing. Going alone typically results in a lower sale price because you lack the negotiation leverage, market access, and buyer pool that a broker provides.
Tax obligations are typically the largest cost of selling a dental practice. How the purchase price is allocated between asset categories has a dramatic effect on your after-tax proceeds. Involve your CPA early in the process.
Some sellers mentally check out once they decide to sell, and the practice suffers as a result. Continue running your practice as if you plan to own it forever, right up until closing day. Buyers will look closely at your most recent financial performance.
Everything you need to know about the transition process.
Most general dental practices sell for 65% to 85% of annual collections when selling to a private buyer, or 1.0x to 2.0x SDE. Practices selling to DSOs may command significantly higher multiples. A professional valuation is the only reliable way to determine your specific practice's value, as factors like location, profitability, growth trends, and payer mix all influence the number.
You are not legally required to use a broker, but the data strongly favors it. Brokers bring market knowledge, buyer networks, negotiation expertise, and confidentiality management that most individual sellers cannot replicate. Industry estimates suggest that roughly half of unassisted transactions fail before closing, and sellers who use a broker typically achieve higher sale prices that more than offset the commission.
The tax impact depends on your entity structure (C-corp, S-corp, LLC, or sole proprietorship) and how the purchase price is allocated among asset categories. Goodwill is taxed at long-term capital gains rates (typically 15% to 20%). Equipment and depreciated assets may be subject to depreciation recapture at ordinary income rates (up to 37%). Accounts receivable proceeds are taxed as ordinary income. Work with a CPA experienced in dental transitions to structure the sale favorably. Tax strategies like installment sales, purchase price allocation negotiations, and personal goodwill claims can significantly reduce your total tax burden.
In most transitions, the buyer retains the existing staff. A stable, experienced team is one of the most valuable assets in any dental practice, and smart buyers know that losing key employees during a transition can damage patient retention and revenue. Your purchase agreement should address staff retention expectations, and many sellers negotiate terms requiring the buyer to offer employment to existing staff for a defined period after closing.
Each has advantages and tradeoffs. DSOs typically offer higher purchase prices and faster closings, but they often come with complex deal structures (earnouts, equity rolls, management agreements) and reduced clinical autonomy. Private buyers offer a more traditional transition with a cleaner break, but they pay lower multiples and financing timelines may be longer. Your broker can help you evaluate which path best fits your goals. Many sellers request offers from both types of buyers to compare their options.
The fastest path to a sale starts with preparation. Practices that sell quickly have clean financial records, modern equipment, strong teams, desirable locations, and realistic pricing. Working with an experienced broker who has an active buyer network also accelerates the process. If speed is your top priority, consider DSO buyers, who can often close in 60 to 90 days. For private buyer sales, being flexible on terms, pricing competitively, and having all documentation ready before listing can shave months off the timeline.
Seller's discretionary earnings (SDE) is the primary metric used to value dental practices selling to individual buyers. It represents the total financial benefit available to a single owner-operator, calculated by adding your salary, benefits, and discretionary expenses back to the practice's net income. SDE matters because buyers use it to answer the fundamental question: "How much will I earn if I buy this practice?" The higher your SDE, the higher your practice's value. For a detailed breakdown, see our SDE Guide.
Most metropolitan dental practices sell within 6 to 12 months. Rural practices can take 1 to 3 years due to a smaller buyer pool. DSO transactions often close in 60 to 90 days. Your timeline depends on location, practice financials, the type of buyer you are targeting, and how prepared you are before listing. Read our step-by-step timeline guide for a detailed phase-by-phase breakdown.
You will need three years of profit and loss statements, three years of federal tax returns, balance sheets, bank statements, accounts receivable aging reports, your office lease, an equipment inventory with ages, staff roster with compensation details, production-by-provider reports, new patient counts, your payer mix breakdown, and information on your practice management software. Having these organized before listing speeds up the entire process and signals to buyers that you run a professional operation.
Yes. Many sellers negotiate a transition period where they stay on as an associate for a defined time after closing. This is common in both private sales and DSO transactions. The terms of your continued employment, including compensation, schedule, and duration, should be clearly defined in the purchase agreement. Some dentists sell their practice and work as associates for years afterward, enjoying clinical work without the burdens of ownership.
"Brian and Bill were instrumental in navigating a challenging sale. They are knowledgeable, always available, and offered intelligent advice."
Dr. Alan J.
Sold in New York
"After 5 years of trying to sell, Joe found a motivated buyer quickly. His attention to detail made this difficult process proceed smoothly."
Dr. Doug B.
Sold in New York
"Joe Scocca is an expert in the dental market. He was dedicated, always available to answer questions, and provided updates. Highly recommend!"
Dr. Jake K.
Sold in New York
"Drs. Bill Lossef and Mike Karol did an amazing job helping me sell my practice quickly and efficiently. I look forward to working with them again!"
Dr. John M.
Sold in New York
"Joe and Bill handled all inquiries and viewings excellently. They offered constructive advice and ensured the process moved forward smoothly."
Dr. Joseph D.
Sold in New York
"The team at US Dental are excellent partners. They work around the clock to ensure a seamless process for all parties involved."
Chris H.
Sold in New York
"Joe and Bill are true professionals. They are extremely effective at servicing client needs and getting deals done quickly. Highly recommend!"
Dr. Samuel A.
Sold in New York
"Joe and Bill are a pleasure to work with. They are extremely hardworking and willing to go the extra mile for their clients. Highly recommend!"
Dr. Zack S.
Sold in New York
"Best of the best! Joe and Bill are real professionals—informative, responsible, and knowledgeable. They delivered exactly as promised."
Dr. Leonid B.
Sold in New York
"Joe and Bill made a difficult selling process much easier. Their bank connections and understanding of dental practices made them valuable partners."
Dr. Lorraine S.
Sold in New York
"Joe was an incredible help in selling my practice. He remained professional, informative, and diligent throughout the entire process. Thank you!"
Dr. Steven W.
Sold in New York
"Joe and Bill screened buyers perfectly and found the right match. Joe negotiated everything and guided me with unlimited patience. Highly recommend!"
Dr. Linda M.
Sold in New York
"Great people and very easy to work with. I highly recommend them for their service and professionalism. A pleasure to do business with."
Dr. Albert Y.
Sold in New York
"Joe found the perfect buyer to continue my practice philosophy. He handled everything professionally and made the sale a pleasant experience."
Dr. Alan S.
Sold in New York
"These are great people to work with! They were always available to help or answer my questions throughout the process. Highly recommended."
Dr. Mohsen T.
Sold in New York
"Joe and Bill are the best brokers in the tri-state area. Their reach brought 14 buyers and 6 offers in the first week! Highly recommend US Dental Practices."
Dr. Gene B.
Sold in New York
"Joe and Bill provided white-glove service for our purchase. They guided us every step of the way with checklists and contacts. Forever grateful!"
Dr. John Y.
Sold in New York
"Joe Scocca is an excellent broker. His devotion and experience were crucial to my success in procuring a practice. I am deeply grateful for his support."
Dr. Elena K.
Sold in New York
"Joe and Bill handled my sale perfectly, even working through COVID obstacles. Joe spoke with all parties to get the deal done. Terrific brokers!"
Dr. Richard C.
Sold in New York
"It was a pleasure working with Joe and Bill. They are knowledgeable, hardworking, and provided personal representation at every appointment."
Dr. Eric C.
Sold in New York
"As an attorney, I enjoy working with US Dental. They communicate timely to close deals efficiently. They make the transition process smooth."
Dr. Erik A.
Sold in New York
"Mike is well-connected and got the desired result! My practice is now in the hands of an experienced doctor. I am more than pleased with the outcome."
Dr. Dr Ken F.
Sold in New York
"Best brokers ever! They held my hand every step of the way through the transaction. They were always there for me. truly amazing service!"
Dr. Pearl L.
Sold in New York
"I had the best experience with Joe and Bill. I highly recommend them to anyone looking to purchase a dental office in the NYC or Long Island area."
Dr. Haim F.
Sold in New York
"Mike Karol is exceptional. His appraisal was accurate, and he found the perfect buyer. He guided me patiently through the sale. A true professional!"
Dr. Garrick W.
Sold in New York
"The broker at US Dental was very willing to work with the buy-out process. He was patient and helpful even though it took longer than anticipated."
Dr. Rushi T.
Sold in New York
"Joe Scocca guided me through my first purchase. He didn't waste my time and introduced me to a great team. He made a stressful process seamless."
Dr. Brian S.
Sold in New York
"Joe S. and his team found the exact office I was looking for and helped get the deal done. I will definitely return to them for future expansions."
Dr. Ken K.
Sold in New York
"Dr. Mike found a creative solution to sell my charts when I thought selling was impossible. The transition was great, and they even kept my staff!"
Dr. George B.
Sold in New York
"Joe was patient and helpful during my first acquisition. He provided great references and ensured the process went smoothly. Highly recommend!"
Dr. Marina K.
Sold in New York
"Their professional manner and negotiation skills were excellent. They handled a difficult sale well and ensured a simple transition of ownership."
Dr. Rick M.
Sold in New York
"Andrew and Bill made the acquisition process incredibly smooth. I highly recommend their services. Six stars for their excellent work!"
Dr. Wilson M.
Sold in New York
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