My journey into dentistry started as a dental nurse, so it wasn’t the traditional route people might expect.
From very early on I realised how much I enjoyed the profession.
Dentistry is incredibly rewarding because you see the impact you have on people every single day.
Whether you’re helping someone out of pain, or restoring their confidence through their smile, the results are immediate and meaningful.
Working chairside also gave me a unique perspective. You see the whole patient journey — from the moment they walk through the door to the moment they leave.
That experience made me curious, not just about the clinical side of dentistry, but about how practices operate and how the patient experience could be improved.
That curiosity ultimately shaped the direction my career would take.
My focus has always been on building strong teams, investing in modern dentistry, and creating environments where patients feel genuinely cared for
I began my career as a dental nurse and worked my way up through the profession, completing further qualifications and gaining experience in different areas of dentistry.
A particularly formative part of my career was working with Procter & Gamble, where I led oral care in western Europe.
That role gave me a much-broader view of the dental profession and allowed me to work with clinicians, practices and organisations across the industry.
It was an invaluable experience because it exposed me to leadership, education and the wider commercial side of dentistry.
Looking back, it gave me the confidence to think beyond the traditional career path and to realise there were opportunities to contribute to dentistry in many different ways.
Buying that first practice was a leap of faith, but it was also the start of a journey that has shaped the last two decades of my career
In 2006 I made what many people considered a very-bold decision — I bought my first dental practice as a dental nurse.
At the time it certainly wasn’t the conventional route and there were plenty of people who questioned whether it could work. But I had a clear vision of the type of practice I wanted to create: one that focused on patient experience, strong teamwork and high standards of care.
Coming from a nursing background actually gave me a very-grounded understanding of how practices function day to day.
I understood the patient journey, the pressures on the team, and the importance of creating the right culture within a practice.
Buying that first practice was a leap of faith, but it was also the start of a journey that has shaped the last two decades of my career.
One of the most-important lessons I’ve learned is that success in dentistry is very much about people
Since purchasing that first practice, the business has grown steadily and today I serve as operational director within Tri-Dental, a group of around 10 practices.
The growth has been gradual and very intentional.
My focus has always been on building strong teams, investing in modern dentistry, and creating environments where patients feel genuinely cared for.
At Treetops Dental Surgery, we are currently developing new facilities and expanding services to create a more-holistic approach to patient care.
I’m particularly passionate about improving the patient journey and creating practices that combine clinical excellence with a high level of customer experience.
For me, growth isn’t simply about the number of practices — it’s about raising standards and building sustainable businesses that people trust.
Ultimately, my goal is to build practices that combine excellent clinical care with an outstanding patient experience
Like any business owner, one of the biggest challenges has been balancing the management of the team and operational aspects of dentistry.
The profession is constantly evolving — whether that’s regulatory requirements, workforce challenges or changes in patient expectations.
As practices grow, leadership becomes even more important because you are responsible for building teams, developing people and maintaining culture across multiple sites.
One of the most-important lessons I’ve learned is that success in dentistry is very much about people.
If you invest in the right team and create the right culture, everything else becomes much easier.
For me, growth isn’t simply about the number of practices — it’s about raising standards and building sustainable businesses that people trust
My focus for the future is continuing to develop practices that are forward-thinking, patient-focused and built around the evolving needs of dentistry.
We are investing heavily in facilities, technology and specialist services so we can offer patients a wider range of treatments within a high-quality environment.
I’m also passionate about leadership and development within dentistry.
Creating opportunities for team members to grow, learn and step into leadership roles is something I believe will shape the future of the profession.
Ultimately, my goal is to build practices that combine excellent clinical care with an outstanding patient experience.
My first piece of advice would be to understand that owning a practice is about much more than dentistry.
You need to develop strong leadership skills and have a solid understanding of the business side of the profession.
Secondly, surround yourself with the right advisers and mentors.
Having experienced accountants, legal advisers and industry colleagues around you makes an enormous difference.
And, finally, don’t be afraid to take a different path.
When I bought my first practice as a dental nurse, it certainly wasn’t the typical route — but sometimes the most-interesting opportunities come from thinking differently.