48 years of dental. One team. One mission.

01  Clinics deserve business support that was built for dental from the start.

Generic business services fail dental practices in predictable ways: the terminology, the benchmarks and the advice are calibrated to industries that run differently. Every division of Mint Ops was built from inside the industry, by people who have spent years inside dental clinics.

02  Diagnosis before prescription.

We start with questions: what’s not working and for how long, what you’ve already tried, and what a good outcome looks like for your practice. Our recommendation comes from what we find. Sometimes that answer is one of our divisions. Sometimes it’s more than one. Sometimes it’s none of them, and we tell you that too.

03  Honesty is a long-term business strategy.

We’ve kept the same clients for years, in some cases decades, because we’ve been straight with them from the beginning. If a clinic has a structural problem that marketing won’t fix, we say so. If a hire is going sideways, we say so early. The relationships that last are the ones that aren’t built on over-promising.

In 1978, Canadian dentists were running their practices on paper. Scheduling was a ledger. Charts were physical folders. Billing happened by hand, then by mail. The administrative burden of running a clinic was enormous, mostly invisible, and accepted as the way things were.

MaxiDent was built to change that. It was built from the ground up for how a dental office works, by people who understood what that meant.

In the early years, we were selling technology to people who weren't sure they needed it and installing software in clinics that had never had software. We learned how a dental practice runs from inside the operatory, in the front desk chair, and in the billing room at the end of a long Tuesday.

Once you've been that close to how a clinic operates, you see every problem it has, and software is only one of them. The hygiene chairs sitting half-empty because nobody had time to make the recall calls. The marketing budgets spent on agencies that had never set foot in a dental office. The practices that couldn't hire the right people because they didn't know how to describe what the right person looked like. The owners approaching retirement with no idea what their clinic was worth or what came next.

We kept following the problems, one division at a time.

In 2015, a remote dental administration company called U R Due was founded on a simple premise: the calls clinics need to make are the ones their teams never have time for. We acquired it in 2022, because that premise was right, and because the problem it was solving was one we'd been watching for decades.

In 2024, we added Marketing and Recruitment because clients kept asking for them. Clinics we'd worked with for years, trusting us on software, asked if we knew anyone good at dental marketing, or if we could help them find a hygienist. We built the divisions to answer those questions ourselves instead of referring clinics to someone else.

In 2026, Transition Consulting launched. Every owner eventually asks what the clinic is worth and what to do with it. That question deserved better than a broker who makes money on the transaction.

Five divisions. One thing that has never changed: we work inside this industry.

Responsible Dental Ownership.

In 2018, our CEO Alex Zlatin published Responsible Dental Ownership, because the same conversation kept coming up: excellent clinicians struggling with the business side of the practice they owned. They were capable, but nobody had ever given them a real framework for it.

The book covers the operational, financial, and leadership decisions that separate practices that grow from practices that stall. It’s practical, and it’s written for readers who went to dental school, own a clinic, and are figuring out the business side as they go.

Much of how we work with clinics today started in these pages.