Ending a Dental Partnership: Learn From These Firsthand Lessons
By Ricardo Mitrani on May 6, 2025 |Dental practice partnerships can be double-edged swords. They hold the promise of shared vision, complementary skills, and mutual growth, yet they also bring the potential for misunderstanding, misalignment, and conflict.
I founded my dental practice in 2005 and welcomed a younger partner into my business 10 years later. At the time, this seemed like a natural progression — a way to inject fresh energy, share responsibilities, and build a legacy. Yet, as the years unfolded, the partnership revealed complexities that ultimately led to our parting ways.
In this article, I offer insights to dentists considering partnerships or navigating challenges within them. Partnerships in any business are as much about relationships as they are about shared goals. This story is not just about what went wrong in my partnership but also about what I learned and how those lessons can serve others.
The allure of a partnership
When my former partner joined the practice, I was captivated by the possibilities: His energy and fresh perspective counterbalanced my experience and established processes. Being 20 years younger, he brought innovative ideas, a modern approach to patient care, and a natural affinity for new technology. It felt like a partnership that could bridge generational gaps, expanding our capacity to serve patients and grow the business.
We shared what appeared to be a common vision: a practice rooted in excellence, innovation, and patient-centered care. At first, everything seemed to click. We divided tasks, celebrated milestones, and tackled challenges with a sense of unity. The honeymoon phase of our partnership was filled with optimism.
Slowly drifting apart
Over time, however, subtle differences began to emerge. Professional philosophies that initially seemed aligned began to diverge. These differences weren’t glaring at first; they were small, almost imperceptible. Part of it was how we viewed risk, approached staff management, or prioritized certain types of cases. Another part was perhaps generational — his drive to adopt cutting-edge practices sometimes clashed with my more measured approach.
Adding to this, I learned something I hadn’t known when the partnership began: I have a neurodivergent brain, which means I face challenges with staying focused on certain tasks or managing the more detail-oriented aspects of the practice. While this realization brought me clarity and self-compassion, my occasional distractions and shifting priorities likely frustrated my partner.
These differences widened as we grew busier. With the pressures of managing a thriving practice, our communication diminished. Decisions that once were collaborative became unilateral. What was once a partnership of equals began to feel like two individuals pulling in different directions.
The breaking point
What had begun as an exciting partnership evolved into something more stressful, with miscommunications and differing expectations. Each attempt at reconciliation seemed to highlight how far apart we had drifted. It became clear that we no longer shared a unified vision for the practice.
Ending the partnership was one of the most difficult decisions I’ve faced in my career. It wasn’t just about the business — it was about letting go of a dream we had once shared and acknowledging that our paths had diverged. Despite the emotional weight, the decision to end the partnership was necessary for each of us to thrive individually.
Hiring a facilitator
During the separation process, my partner and I made the invaluable decision to work with a facilitator to bridge the gaps in our communication and resolve conflicts.
We hired a common friend and longtime patient of our practice, who brought an impeccable sense of impartiality and professionalism to the table. His role was instrumental in creating a structured, neutral framework that allowed us to express our concerns openly and negotiate the terms of our separation without resentment. By focusing on mutual respect and shared interests, we reached a win–win agreement that protected the integrity of the practice and preserved our professional relationship.
This experience underscored the importance of seeking external help when navigating emotionally charged situations. A skilled facilitator can serve as a bridge to common ground, fostering understanding and collaboration.
Moving toward new horizons
As we parted ways, I learned that my former partner was embarking on an exciting new project that aligned closely with his evolving professional passions. This knowledge softened the experience because it became clear that his departure wasn’t a failure but rather a step toward pursuing his own vision.
Conversely, something unexpected unfolded in my practice: Our team rediscovered its center. Freed from the need to reconcile diverging visions, we entered a new chapter — one marked by renewed clarity, deeper alignment, and a shared commitment to both clinical excellence and human connection. Our philosophy, once diffused, is now being refined and reenergized, and our work feels more purposeful than ever.
I wish him nothing but success in his new endeavor, as he is an incredibly talented and innovative person. His contributions to our practice during his time here were significant, and I remain grateful for the years we worked together. Our partnership may have ended, but the mutual respect and admiration endure. Sometimes, letting go allows each person to grow in ways that wouldn’t have been possible otherwise.
Building stronger partnerships
Reflecting on this journey, I’ve identified several lessons that can guide others in establishing and maintaining successful partnerships — or navigating their dissolution when needed.
Define your vision — and keep revisiting it
When forming a partnership, it’s essential to define a shared vision. However, visions are not static; they evolve as the practice grows and individual circumstances change. Schedule regular, structured discussions about long-term goals, personal aspirations, and the practice’s direction. These conversations can prevent silent drift and ensure alignment over time.
Consider a partnership agreement a living document
A partnership agreement is not just a formality; it’s a roadmap for navigating challenges. Regularly revisit and update the agreement to reflect changing realities. Include provisions for conflict resolution, exit strategies, and buyout terms to ensure clarity if parting ways becomes necessary.
Clarify roles and responsibilities
Ambiguity breeds conflict. Clearly define each partner’s roles and responsibilities and revisit them periodically as the practice evolves. This prevents overlaps, unmet expectations, and power struggles.
Communicate proactively
Communication is the cornerstone of any successful partnership. In hindsight, I realize that many of our conflicts stemmed from assumptions rather than open dialogue. Create formal mechanisms for regular communication — weekly check-ins, monthly strategy meetings, or even facilitated retreats. Openly address tensions before they fester.
Embrace differences
Generational and personal differences can be a source of strength, but only if they’re acknowledged and respected. My partner’s enthusiasm for innovation could have complemented my cautious approach had we found a way to integrate both perspectives. Similarly, understanding my neurodivergence helped me see where adjustments could have been made to improve collaboration. Recognize the value in differing viewpoints and actively seek ways to leverage them.
Have difficult conversations early
It’s tempting to avoid difficult conversations, hoping issues will resolve themselves. They rarely do. Address concerns directly and constructively, focusing on the shared goal of a healthy partnership and practice.
Know when to let go
Parting ways is not always a failure — it’s sometimes the healthiest choice for both parties. Recognize when a partnership has reached its natural end and approach the dissolution with professionalism and mutual respect. A graceful exit can preserve relationships and reputations.
The end can be the beginning
Ending a partnership is not the end of the world. For me, it marked the beginning of a new chapter in my career. It allowed me to rediscover my own vision for the practice and reestablish a sense of clarity and purpose. While the process was painful, it was also liberating — a powerful reminder that growth often comes through discomfort.
Partnerships in dentistry are inherently complex. They require constant effort, open communication, and a willingness to adapt. When they work, they can propel a clinical practice to new heights. When they don’t, they offer invaluable lessons that can shape future endeavors.
For those considering a partnership, or struggling within one, my hope is that these insights provide guidance and reassurance. As dentists, we are trained to treat the complexities of oral health with care and precision. Let us bring the same care and precision to our professional relationships, ensuring that they too contribute to our growth, success, and fulfillment.
Take-Home Pearls for Readers |
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For those embarking on a partnership:
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For those navigating challenges in a partnership:
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