Your clinic has more capacity than it’s currently using. Let’s find it.
Mint Ops operational consulting helps dental clinics across Canada find capacity they are not using, starting with two free strategy calls, then a full-day on-site visit and a written findings report.
It shows up differently in every clinic. Production that has plateaued without an obvious reason. A schedule that looks full but doesn’t feel profitable. Staff turnover that leadership can’t fully explain. Cash flow that doesn’t reflect the work being done.
The symptom doesn’t matter as much as what’s underneath it. The clinics that wait for the problem to become undeniable tend to wait longer than they needed to. The ones that bring us in when something doesn’t feel right are usually the ones that find the most to work with.
Every clinic challenge begins with one of two root causes. Knowing which one decides what to fix first.
The instinct when something isn’t working is to act on what’s visible. Hire someone. Run more ads. Switch software. Buy new equipment. Each of these can be the right move, and each is an expensive guess until the underlying problem has been correctly identified.
Before we recommend anything, we diagnose. And in our experience, every challenge a clinic faces traces back to one of two places.
A demand problem
The practice doesn't have enough patients, or the right patients, to fill its available capacity.
A supply problem
The demand is there, but something in the operations, the team, the scheduling, or the systems is preventing the clinic from realizing it.
Spending on marketing when you have a supply problem is waste. Optimizing operations when you don’t have enough patients fixes the wrong thing. Most clinic owners have never had someone ask them this question directly. We ask it first.
A dental clinic is a business with five distinct layers.
The challenges that show up in a clinic rarely originate where they appear. A fix holds when it addresses where the challenge starts rather than where it shows.
The systems, software, and processes that determine how the clinic runs day to day. At the core are three revenue cycles that need to be functioning consistently: hygiene recall, treatment conversion, and collections. When any one of these slips (the process isn't documented, the training hasn't kept up, or nobody owns the outcome), the effect shows up everywhere else before anyone names the cause. We look at all of it: where the process exists and isn't being followed, where it doesn't exist at all, and where accountability has quietly eroded.
How patients are acquired, retained, and reactivated. Whether recall is functioning, whether outstanding treatment is being followed up, and whether the patient experience generates referrals or quietly loses people to competitors.
Who is in each seat, whether they are the right person for it, and whether the team has the clarity, communication, and culture to perform consistently. Staff turnover that leadership can't explain almost always has an answer here.
How the clinic is perceived in its market. Whether its online presence, reputation, and positioning reflect what the practice is, and whether the right patients know it exists.
Where the clinic is headed. Whether the owner's personal goals, the practice's trajectory, and the decisions being made day to day are pointing in the same direction. This layer connects operational consulting to everything else Mint Ops does.
What we find, we can also fix.
Most business consultants produce a findings report and hand it over. What happens next is left to you, or to whoever you can find to address it.
When an operational consulting engagement surfaces a demand problem, the Marketing division is already part of the same team. When recall and treatment follow-through are the issue, Remote Administration has been solving exactly that problem for clinics across Canada since 2015, first as U R Due and, since 2022, as part of Mint Ops. When the findings point to a staffing or culture gap, Recruitment and the HR expertise of Savannah Koran and Dani Foster are in the same building. When the bigger picture conversation turns to value or growth, Transition Consulting is already in the room.
The findings connect directly to the people and resources positioned to act on them, within the same relationship, without starting over.
What a consulting engagement looks like.
The people who do this work.
Alex Zlatin
CEO, Mint Ops
Author of Responsible Dental Ownership. Over 15 years consulting with dental practice owners on the business decisions that define the trajectory of their clinics. His work is grounded in a conviction that the dental industry has been underserved by generic business advice for too long.
Savannah Koran
Chief of Staff
Over 20 years of dental experience, including direct HR leadership and hands-on operational consulting delivery. Her background spans clinical and administrative environments, and she understands the practice as a workplace as well as a business.
Dr. Devnam Mangat
Director of Operations, Transition Consulting
Where an engagement touches on clinical workflow, practice value, or the bigger picture of where the clinic is headed, Dev contributes the perspective of a practising dentist with more than 30 years in dentistry who has owned and sold a practice group.
What it costs.
Operational consulting is priced on a custom basis, because no two clinics are the same and no two engagements require the same scope of work. The findings report is what determines what comes next, and what comes next determines what it costs.
The first two strategy calls are free. The on-site visit and findings report are scoped and agreed before the visit takes place. If a retainer engagement follows, it is structured to front-load the investment in the months where the work is most intensive.
We will always tell you what an engagement will cost before it begins. There are no invoices that arrive as a surprise.
If something feels off, that’s enough of a reason to talk.
You don’t need to have the problem fully diagnosed before you call us. The feeling that the practice isn’t performing the way it should, that things are harder than they need to be or that growth has stalled without an obvious explanation, is enough to start with. We’ll spend a day in the clinic, tell you which of the two root causes we found, and give you a written, prioritized list.