SGA Practice Platform · Exec Summary

The Practice S-Curve. $53M in EBITDA levers, identified across 280 practices.

Two maturity curves per practice · one top lever per practice · one live dashboard · one analyst chat that can answer anything about it.
Prepared for Karen Flug & Miles
Scott Aby · April 24, 2026
Where the data came from
SGA · Practice S-Curve
02 / 05
One data picture · both companies
We pulled the same two sources for SGA_East and SGA_West, and layered the SGA operator P&L on top.
In-scope practices
280
Active, not divested, with real data.
SGA_East · SGA_West · Modis
143 · 80 · 6
+ 51 partner / unmapped brands tracked in PBI.
Identified EBITDA upside
$53M
$26M captured by closing each practice's biggest gap to best-in-class peer.
Source #1 · Power BI
Gen4 AI CDM
Network-wide revenue, EBITDA margin, pacing, AR, collections — pulled for every practice across both companies. The authoritative financial view.
SGA_East SGA_West Modis
Source #2 · Dental Intel
DI Analytics
Leading indicators: hygiene production, reappointment %, AR aging, recall recapture, treatment acceptance. 19 metrics × 218 practices × monthly history.
SGA_East SGA_West Modis
Source #3 · SGA Operator P&L
SGA_Master_OP_Final
The operator-reported P&L: 149,250 rows × 173 locations × 99 months × 36 Sage account groups. This is what makes the lever engine work — we can point at Dental Supplies % or Clinical Comp % for each practice, not just "profit margin."
Consolidation decision
We had four curves (PBI-Revenue, PBI-EBITDA, DI-Revenue, DI-EBITDA). Collapsed to two — Revenue Maturity + EBITDA Maturity — PBI-primary, DI as fallback. Coverage jumped: EBITDA scored grew from 95 practices to 258.
Why it matters
Two numbers per practice, instead of four. Exec audience gets a clean dashboard; analysts still have the four sub-scores on each practice for audit and cross-source validation.
The two curves
SGA · Practice S-Curve
03 / 05
Every practice sits on two curves
A practice can be Revenue S4 but EBITDA S2 — scaling fine, leaking profit. The lever engine targets that gap.
Revenue Maturity · 278 practices scored
S1 Launch → S5 Harvest
Weighted composite: TTM scale · YoY growth · 3-month trend · budget attainment.
S1
52
S2
77
S3
82
S4
51
S5
16
EBITDA Maturity · 258 practices scored
S1 Launch → S5 Harvest
Weighted composite: margin · AR>90 · GC rate · expense ratios vs best-in-class peer.
S1
23
S2
74
S3
78
S4
59
S5
24
The One Lever
Every practice has a single, named top lever — the highest-impact action right now. One per practice, by dollars. In total: $26M in immediately captureable EBITDA just by closing each practice's #1 gap to the best-in-class peer.
"Best-in-class peer" means
The top-quartile most-efficient operator in our 145-practice peer set. Not a guess — computed from the SGA operator P&L itself, so benchmarks are apples-to-apples, no industry averages.
What the data told us
SGA · Practice S-Curve
04 / 05
Two findings that contradict industry wisdom
The metrics everyone watches do not do what the industry playbooks say they do. Here's what ours actually show.
Aha #1
Hygiene Reappointment % is an inverse leading indicator — for most practices.
Industry says
Higher reappointment rate = full chairs = more production. "Push it to 95%." Every DSO deck treats this as a good-or-bad score.
Our data says
Across 3,904 within-practice observations, higher reappointment today predicts LOWER production 6 months later. r = −0.21, p < 1 in a trillion. In General Dentistry alone, r = −0.35.
Where it flips
In S4 "Maturing" practices, higher reappointment does lead to higher production (r = +0.20). Industry wisdom holds here — just nowhere else.
What it means Reappointment % is a capacity pressure gauge, not a growth KPI. When a big practice's reappointment rate spikes, the signal is "the schedule is saturated" — not "this is going well." Handing every practice the same "push reappointment" playbook is wrong.
Aha #2
"Scheduled Production" is coincident — not leading.
Industry says
The name implies "the forward book." Every practice management dashboard treats it as a forward-looking KPI — what's on the schedule next month.
Our data says
Within-practice correlation with production is r = 0.94 at lag 0 (same month) — but drops to r = 0.17 at lag 3 and r = 0.11 at lag 6. Only 36% of practices show meaningful 3-month forward correlation.
What is leading, then?
Of 13 DI metrics tested, only one qualifies as a strong leading indicator for revenue: Gross Hygiene Production at 3-month lag (r = 0.62). The rest are coincident or noise.
What it means Don't use Scheduled Production as an early warning KPI — it restates current production, it doesn't precede it. Put the forecasting weight on Gross Hygiene Production. Treat Scheduled Production as a month-end reconciliation check, not a leading indicator.
See it yourself
SGA · Practice S-Curve
05 / 05
The dashboard is live
Every practice, every lever, plus an embedded analyst you can actually talk to.
Opening the dashboard for the first time? Click "Take the tour" in the top-right. A 90-second guided walkthrough explains every tab, the one-lever concept, and how to use the chat.
Live URL
sga-s-curve-v2.pages.dev
Click any practice on the portfolio tab to drill into its full lever stack. The bottom-right chat bubble runs Claude Opus 4.7 with 9 live tools — ask it anything about any practice, any comparison, any benchmark.
Guided tour
90 seconds from link to confident user.
The tour replaces this deck: it lives inside the dashboard, always in sync with the data, and anyone who gets the link gets the same explanation you're getting now. Play it, replay it, share it.
▶ TAKE THE TOUR (top-right button)
What's next
Ship to 12 RODs with the tour as onboarding. 60-day lever commitments from each ROD, tracked monthly against the dashboard's captured-vs-identified delta.
Questions you'd want me to answer
Ask the analyst. The answer comes with the tool-call breadcrumb so you can audit every claim. No hallucinated practice names, no invented numbers.
01 / 05