Q: When did you first decide on a career in dentistry?
A: I decided early on, driven by a strong interest in healthcare and a desire to work directly with people in a way that could make a meaningful difference to their quality of life.
Dentistry appealed to me because it combines clinical skill, problem-solving, and the opportunity to build long-term relationships with patients and the local community.
From the outset, I was particularly drawn to the preventative and restorative aspects of dentistry, as well as the ability to run a practice that serves both clinical and social needs.
That early motivation has remained with me throughout my career and continues to shape how I practice dentistry today.
Alongside that I had a long tradition of dentistry in the family as my father was a dentist
From the outset, I was particularly drawn to the preventative and restorative aspects of dentistry, as well as the ability to run a practice that serves both clinical and social needs
Q: Tell us about your early career
A: My early career was focused on gaining broad clinical experience while working in demanding environments that strengthened both my technical skills and professional resilience.
I worked at Charing Cross Hospital for six years, providing out-of-hours emergency dental services, which gave me invaluable exposure to complex and acute cases. Alongside this, I served as a visiting dental surgeon at HM Prison Wormwood Scrubs from 1990-1996, an experience which reinforced the importance of access to quality dental care for all sections of society.
These roles helped shape my patient-centred approach and gave me a strong foundation in emergency dentistry, multidisciplinary working, and clinical governance.
They also influenced my later interest in practice ownership and service development, ensuring that high standards of care, compliance, and compassion were embedded from the start.
My early career was focused on gaining broad clinical experience while working in demanding environments that strengthened both my technical skills and professional resilience
Q: What made you decide to buy your first practice?
A: I decided to join my father’s practice in 1990 and we went on to buy two more practices a couple of years later because I wanted the autonomy to build a service that truly reflected my values — high clinical standards, accessibility, and a strong commitment to the local community.
Practice ownership allowed me to shape not only the clinical offering, but also the culture of the team and the patient experience.
I saw an opportunity to create a practice that delivered consistent, ethical dentistry while also investing in people, training, and modern systems.
Owning a practice meant I could respond directly to the needs of my patients and community, rather than being limited by external constraints.
That decision laid the foundation for what has now become Ghauri Dental Centres across west London.
Owning a practice meant I could respond directly to the needs of my patients and community, rather than being limited by external constraints
Q: How has your business grown since then?
A: Since purchasing my first practice, the business has grown steadily through a focus on quality, compliance, and patient trust rather than rapid expansion.
Ghauri Dental Centre has developed into a multi-site group across west London, offering both NHS and private care.
Our practices have consistently been recognised by the British Dental Association, achieving multiple BDA Good Practice Awards and being commended for services to the community.
We have invested heavily in technology, including digital radiography and iTero scanning, and developed a true ‘one-stop’ dental service with clinicians who have specialist interests in implants, orthodontics, cosmetic dentistry, endodontics, and oral surgery.
We also provide the NHS dental emergency aervice for north west London 365 days a year, alongside a private emergency service.
Growth for us has always meant improving access, raising standards, and enhancing patient experience, rather than simply increasing scale. For example, we were the first practice in UK to open up for urgent care after the shutdown during the COVID pandemic.
Growth for us has always meant improving access, raising standards, and enhancing patient experience, rather than simply increasing scale
Q: What have been the main challenges of owning and growing your business?
A: One of the main challenges has been balancing growth with maintaining consistent clinical standards and compliance across multiple sites.
Dentistry is an increasingly-regulated profession and keeping up with evolving governance requirements while continuing to innovate requires constant attention.
Another challenge has been workforce recruitment and retention, particularly ensuring that team members feel supported, valued, and aligned with the practice ethos.
Additionally, operating both NHS and private services brings its own operational and financial complexities.
However, these challenges have also created opportunities.
Our involvement with policy development, including working with the HTM 01-05 Committee, allowed us to contribute practical, ground-level insights that ultimately shaped national guidance.
Challenges have also reinforced the importance of leadership, adaptability, and investing in people and systems.
Q: What are your future plans for your practices?
A: Our future plans focus on consolidation, continued clinical excellence, and sustainable growth.
We aim to further enhance our comprehensive service offering, expand advanced treatments where appropriate, and continue investing in technology that improves patient outcomes and efficiency.
Accessibility and community service will remain central to our vision, particularly through our ongoing provision of emergency dental services.
We are also committed to developing our teams through training and mentorship, ensuring the next generation of clinicians can thrive within a supportive, well-governed environment.
Rather than rapid expansion, our priority is to strengthen what we already do well and ensure our practices remain trusted, patient focused, and futureproofed.
Q: What advice would you give to someone thinking of buying their first practice?
A: My advice would be to approach practice ownership with a long-term mindset.
Focus on building strong foundations — compliance, governance, team culture, and patient trust — before thinking about growth.
And understand the financials thoroughly, but never lose sight of clinical quality and ethical practice.
Also, surround yourself with good advisers, invest in your team, and be prepared to adapt as dentistry continues to evolve.
Most importantly, remember that a successful practice is built on relationships — with patients, staff, and the wider community.
If you get those right, the business will follow.