Dental practice management while staying informed

Dental Tribune International

Wed. 25. June 2025

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Dr Elizabeth Himel’s path in dentistry is shaped by heritage and guided by a strong sense of purpose. From taking over her father’s private practice to leading confidently within a Dental Support Organisation (DSO), she has defied expectations and embraced a modern perspective on professional, personal and business growth. In this interview, Dr Himel shares insights on patient care and clinical autonomy and outlines her approach to leadership and making a meaningful impact both inside and outside of the dental practice.

Dr Himel, what initially attracted you to dentistry?
Initially, the inspiration came via the deep impact that education has had on my family. It has been the key to unlocking opportunity, growth and a better life. I come from humble beginnings—my grandfather was a coal miner, working hard to provide for his seven children. Three of his children became doctors, a fact that speaks volumes about the power of resilience, hard work and education.

Both of my uncles attended Stanford Medicine, and my father earned his dental degree from Rutgers University. From a young age, I deeply admired that dedication to healthcare. An older cousin of mine also became a physician, and I remember watching her graduate and the moment her dad placed the hood over her shoulders. It was a powerful image that stayed with me. When it was my turn, at my graduation ceremony, I was hooded by both my father and older brother, who is a dental anaesthesiologist. For me, this was a full-circle experience, and a reminder that dentistry is so much more than a profession. It is part of a legacy built on perseverance, opportunity and the desire to serve others.

How did your path lead you to practice ownership?
I had always planned to eventually take over my father’s private dental practice. What initially appealed to me was the interpersonal aspect. Growing up in a small town, I witnessed firsthand the charm and deep-rooted connections that come with that kind of environment. My father was not just a dentist; he was a trusted figure in the community. His patients knew him, and he knew them and their families. That kind of loyalty and trust is built over years of care, compassion and consistency.

I took a year off before dental school to get married and work in my father’s clinic. That year changed everything for me. I got to see the business side of dentistry—the things that are not necessarily taught at dental school but which are critical to running a practice. As my own career progressed, my path shifted, but that foundational experience never left me. Now, even in a larger group practice setting, I strive to bring that same private practice feeling to the clinic.

How do mentorship and continuous learning shape your leadership style and approach?
These values are at the heart of my approach; however, ultimately, my leadership style is rooted in empathy, self-awareness and a deep belief in people’s potential. I believe leadership starts with working on being the best version of oneself, every single day. That means holding yourself to a high standard but also giving yourself grace when things do not go as planned. We all have tough days. The key is to wake up the next morning with a fresh mindset and a renewed commitment to your purpose.

Running a successful practice requires more than clinical skill—it takes emotional intelligence, resilience and the ability to build a team that shares your values. When doing so, I look for honesty, loyalty and a strong work ethic. Everything else can be taught or trained. Skills can be developed—but character is foundational. It is also important for team members to have the curiosity and ambition to grow their skillsets and advance in their careers. The DSO I am affiliated with offers a lot of training and continuing education courses and I encourage my team to take advantage of those opportunities to build a career based on their personal strengths.

When managing people, I take time to look at all perspectives before addressing an issue. I try to meet people where they are, truly see them and accept them for who they are, but I also challenge them to grow. That balance of acceptance and accountability is not always easy, but it’s necessary for both personal and professional growth. Leadership is also knowing when to walk away from situations or people that are not serving the team or the business. That is not always easy but protecting the culture and the greater vision sometimes requires difficult decisions.

What would you say are the key benefits and challenges of being affiliated with a DSO?
I grew up watching my father practice dentistry, and while I deeply admired his work and dedication, I also saw first-hand the toll that traditional solo practice ownership can take. One thing I knew early on was that I did not want to feel chained to a practice and constantly worried about things such as payrolls and taxes. I didn’t want to feel like I couldn’t take a day off without everything falling apart.

“I have full clinical autonomy in my office, and even more importantly, I have autonomy in my life.”

The DSO model has allowed me to focus on what I love: patient care and clinical excellence. It has also increased my access to the latest dental technologies, which has helped to ensure that our patients receive the absolute best treatment possible.

One of the biggest misconceptions is that being part of a DSO means sacrificing autonomy. In my experience, the opposite is true. I have full clinical autonomy in my office, and even more importantly, I have autonomy in my life. I can take time off when I need to, and walk away from the office at 5 p.m. Having that kind of work-life balance helps me to thrive both professionally and personally. Of course, there are times when aligning the goals of a larger organisation with your personal vision takes communication and clarity. Ultimately, the DSO model has given me the freedom to practice dentistry the way I want.

Dr Elizabeth Himel owns an Aspen Dental clinic in South Carolina in the US.

Your passion for lifestyle balance and community engagement are also evident in your social media feeds. How do your personal interests and social media presence influence your role as a dental professional?
Social media has always been a natural part of my life. Growing up as a millennial, it felt like having your best friends in your Top 8 on Myspace was a social requirement; however, over time, using social media has become much more meaningful. Having originally used it to keep in touch with family, I gradually began to share more, including with colleagues. That was when I realised how much of an impact authenticity can have. What I post is not curated or staged—it represents my real life, both in and out of the office. My posts resonate with people because I am being relatable, honest and vulnerable.

This has had a direct influence on my role as a dental professional. My presence on social media allows me to build trust beyond the walls of the practice. Patients often come in already feeling a kind of connection between us. This is because they get to know me as a person who is passionate about dentistry, but who also values family, balance and authenticity. This helps to break down barriers, foster stronger relationships and ultimately enhances the patient experience. Social media is not just a hobby, it has become a meaningful extension of how I communicate, connect and provide care. Just don’t ask me to dance on TikTok!

Finally, what are some of the most critical components of effective practice management today, especially when it comes to team dynamics, patient care and business growth?
Nowadays, effective practice management is a balance of leadership, clinical excellence and strategic foresight. For me, that means focusing on three core areas: team dynamics, patient care and business growth.

When it comes to team dynamics, mutual respect and boundaries are essential to achieving accountability and clarity. This does not mean we cannot laugh together or that I don’t care about them as people—I absolutely do. Boundaries allow the team to function as a high-performing unit while avoiding confusion, frustration and inconsistency. Structure and respect build trust, and trust builds a strong team.

In terms of patient care, my approach centres around honesty. Patients deserve transparency about all aspects of treatment. Beyond that, I believe in pushing myself to grow continuously as a clinician. Dentistry is always evolving, and staying committed to lifelong learning ensures I can offer my patients the highest standard of care.

Naturally, business growth is also a key aspect of practice management, and this is where I really lean into the support systems provided by my DSO. The organisation gives me access to facts, year-over-year comparisons and key performance indicators that help guide effective decision-making. I use those metrics to identify opportunities and refine processes. I also keep pace with current events and economic trends, a greater awareness of which has helped me to anticipate shifts in the economy and plan proactively for both high- and low-production months. Growth is not about guessing; it is about staying informed, flexible and executing with intention.