Established Bronx Dental Practice, Six-Operatory, 25 Staff

$2.5M

Revenue

$775K

SDE

4.3x

Multiple

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Full Editorial Writeup

This is a high-volume Bronx dental practice generating roughly $2.4M to $2.5M in annual revenue out of a fully equipped six-operatory facility with around 25 employees. Two associate dentists handle day-to-day clinical work while the owner-dentist visits only about once per week, so the practice already runs on a manager-and-associate model rather than depending on the seller chairside. The practice runs just four days a week, which the seller frames as the central growth lever: add Friday, evening, and weekend hours to fill six chairs that are currently underutilized.

The payer mix leans on managed care including DentalQuest, and the listing is explicit that it does not rely on straight Medicaid or Humana. That matters in the Bronx, where reimbursement mix and payer concentration can make or break margins. The practice recently reinvested in equipment: six new dental chairs from 2024, six X-ray units, a panorex, an iTero scanner, implant motors, endodontic motors, and a Waterlase laser, meaning a buyer is not walking into deferred capex.

Two deal structures are on offer. A licensed dentist can buy and operate directly with a normalized SDE around $923,000, or an investor can acquire the business while retaining the existing doctor and professional corporation under a rental or management arrangement, which produces the roughly $775,000 investor cash flow figure. The lease runs through 2039 at about $11,000 per month, giving long occupancy certainty at a below-market-sounding rent for a six-op location.

Why we like it

Earnings quality is anchored by scale and stability: revenue grew from about $2.38M in 2024 to $2.45M in 2025, with 2026 tracking to roughly $2.6M annualized off $1.29M through July. At 4.26x cash flow on the investor structure, or closer to 3.6x on the $923k dentist-buyer SDE, this is a real practice with detailed records offered to qualified buyers, not a thin solo chair.
The moat is a dug-in patient base plus a managed-care payer mix that deliberately avoids straight Medicaid and Humana. An established six-op practice with 25 staff and two producing associates is hard to replicate from scratch in a dense Bronx catchment, and the long lease through 2039 locks the location.
Dental is about as recession-resistant as small business healthcare gets: hygiene, restorative, and emergency care are non-discretionary, and a returning patient panel produces repeat, insurance-backed revenue rather than one-off sales. Demand does not evaporate in a downturn.
The operator advantage here is that the current owner already runs it nearly absentee, visiting once a week with associates carrying clinical load. That means the systems, staff, and management layer exist, and there are obvious untapped hours: the practice only runs four days a week across six operatories, so a hands-on owner or a chain can add capacity without adding chairs.

How to improve it

Add Friday, evening, and weekend blocks immediately. Six operatories running four days a week is idle capacity; even one extra production day at existing utilization could move revenue meaningfully toward the seven-figure incremental range without new capital.
Push specialty and elective services in-house. The equipment list already includes implant motors, endodontic motors, an iTero scanner, and a Waterlase laser, so capturing implants, endo, and cosmetic cases that are currently referred out converts existing patients into higher-margin production.
Tighten and audit the payer mix. Renegotiate DentalQuest and other managed-care fee schedules, chase underbilled procedures, and increase the share of PPO and fee-for-service patients to lift revenue per visit above what capitated or discounted plans currently allow.
Build a real new-patient acquisition engine. A dense Bronx market rewards local SEO, Google reviews, and referral programs; a modest marketing spend against 25 staff and six chairs should fill open slots faster than hiring more clinicians.
Formalize hygiene recall and treatment-plan follow-up. Systematic recare and unscheduled-treatment recapture is the cheapest revenue in dentistry, and a returning panel of this size almost always has lapsed patients and accepted-but-unscheduled treatment left on the table.
Lock the associate dentists and key staff with retention agreements before close. The whole model depends on two associates producing without the owner present, so employment and non-compete terms are the difference between buying a business and buying a building full of equipment.
Reassess the professional-corporation and management structure early. For an investor buyer, the DSO-style rental or management arrangement retaining The Doctor needs clean legal footing in New York; getting the corporate practice-of-dentistry compliance right protects the entire cash flow.

Diligence notes

Verify the two earnings figures line by line. The gap between the $923k dentist-buyer SDE and the $775k investor cash flow hinges on management fees, the continuing dentist's compensation, and PC-structure costs, all of which the listing flags as subject to final verification. Understand exactly which add-backs are real and recurring.
Scrutinize the payer mix and reimbursement risk. Confirm the actual percentage of DentalQuest and other managed-care revenue, the contracted fee schedules, and how much revenue is capitated versus fee-for-service, because a Bronx practice's economics live or die on payer terms and any plan changes.
Assess owner and associate dependence. The doctor visits weekly and two associates carry clinical load, so confirm who generates production, whether associates are staying, their comp, non-competes, and how much goodwill and patient loyalty is tied to individuals who could walk.
Review the New York corporate practice of dentistry rules for the investor structure. A non-dentist owning the business while renting or managing the doctor's PC raises regulatory and compliance questions; get healthcare counsel to confirm the retained-doctor arrangement is legally durable.
Confirm equipment ownership and encumbrances. The iTero scanner has payments remaining and the listing says assets are included subject to final terms, so identify any leases, liens, or financing on the 2024 chairs, panorex, motors, and laser that would transfer or need payoff.
Validate the lease and rent. A term through 2039 at roughly $11,000 per month for a six-op Bronx facility is attractive, but confirm escalation clauses, assignability on a sale, personal guarantees, and whether the landlord relationship is arm's length from the seller.

Source

Originally listed on BizBuySell. View original listing →