You've just acquired a dental practice with a £410k turnover. The temptation is to immediately push for growth, but the first three months are for something far more critical: stabilisation. This period is about securing the value you've just bought. Before you can build, you must ensure the foundation is solid. This means auditing every aspect of the existing operation, from patient data to team morale.

Your most valuable asset is the existing patient base, particularly the 850 individuals on membership plans. This group represents your recurring revenue. Your first task is to conduct a thorough audit of these plans. Are the payment details current? Are contact details accurate? Is each patient on the correct plan type? Any inaccuracies here directly translate to revenue leakage and administrative headaches.

This audit naturally leads to cleansing your entire patient database. A clean database allows for effective segmentation. You can identify your most loyal patients, those overdue for appointments, and those with incomplete treatment plans. This isn't about marketing yet; it's about understanding who is in your practice and ensuring you can reliably communicate with them.

With a clear picture of your patient list, you can establish a crucial financial baseline: Average Daily Yield (ADY). This metric tells you exactly how much clinical revenue the practice generates per day. For a private-leaning practice, you should be targeting an ADY between £1,100 and £2,200. Calculating your current ADY is straightforward and non-negotiable.

Your initial ADY provides a stark look at the practice's efficiency. If it's below the target range, it might indicate issues with the fee structure, treatment plan acceptance, or surgery utilisation. Use this time to review your fees. Compare them to local benchmarks. Small, justified adjustments now can significantly impact profitability without alienating patients.

A practice is more than its numbers; it's a team of people. You need to conduct a 'cultural audit' to understand the existing team dynamic. Who are the leaders? Is the general mindset fixed or open to growth? Resistance to change is common during a transition, and your job is to listen and understand the team's concerns and ambitions. This isn't about making sweeping changes, but about building rapport and identifying allies who will help drive future initiatives.

Finally, look at the physical environment through a patient's eyes. You're not building a new surgery yet, but you can make immediate 'quick win' improvements. A fresh coat of paint, decluttering the reception area, updating worn-out chairs, or even improving the lighting can transform the patient experience. These small investments show both patients and the team that a positive new chapter has begun, boosting morale and perceived value before any major work starts.

After these 90 days, you will have a clean database, a clear financial baseline, an understanding of your team, and an improved patient environment. Your £410k turnover is now secure, and you have a stable platform from which to launch your growth plans.