LA & Van Nuys Dental Practices, Two Los Angeles County Offices

$1.6M

Revenue

$624K

SDE

1.9x

Multiple

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Full Editorial Writeup

This is a two-practice dental deal in Los Angeles County, sold together or as individual acquisitions. The LA office asks $750,000 and runs five fully equipped operatories across roughly 1,400 SF with about 2,000 active patients and five full-time staff. The Van Nuys office asks $450,000 and runs three operatories across roughly 1,230 SF with about 1,300 active patients and three full-time staff in a visible shopping-center location. Combined, the two practices generated roughly $1.557M in 2025 gross revenue against $624,000 in reported cash flow, with the seller projecting $1.1M+ and $650K+ respectively for 2026.

Dental practices are among the more durable small businesses you can own. Patients return for cleanings, exams, and recurring care, a mix of insurance-reimbursed and cash-pay revenue that holds up better than most discretionary categories in a downturn. Both offices carry established patient panels, trained teams, owned FF&E totaling roughly $248K, and positive Google and Yelp reputations, which means a buyer steps into cash flow rather than building from scratch.

The structure is the interesting part. At a blended 1.92x cash flow across both locations, the headline multiple looks cheap for healthcare, but that number depends entirely on how the $624,000 cash flow is split between the two offices and how much of it reflects a working-owner dentist versus a passive owner. The flexibility to buy one or both lets a first-time dentist-owner, an existing provider, or a small DSO operator size the deal to their capital and clinical capacity.

Why we like it

Blended pricing of 1.92x on $624,000 of cash flow is attractive for dental, where quality single practices routinely trade at 2.5x to 4x+ of EBITDA. If the reported cash flow holds under scrutiny and is not overly dependent on the selling dentist's personal production, there is real margin of safety baked into the entry price.
Dental is one of the most recession-durable services a buyer can own, with a mix of insurance-reimbursed hygiene recall and necessary restorative work that patients do not defer indefinitely. Roughly 3,300 combined active patients across the two offices provide a returning base that generates predictable repeat revenue rather than one-off transactions.
The optionality to buy one or both locations is genuinely valuable. A first-time owner can start with the $450K Van Nuys office, while a multi-site operator can take both for a quick two-location LA County footprint, letting the buyer match deal size to capital and clinical bandwidth.
Both offices come turnkey with owned FF&E of roughly $248K, equipped operatories, dedicated X-ray rooms, and trained full-time staff already in place. Low rents of about $4,245 and $3,220 per month keep fixed overhead modest relative to revenue, protecting margins.

How to improve it

Verify and then rebuild the hygiene recall engine immediately. Dental cash flow lives in consistent six-month recall, so in the first 90 days audit recall compliance, reactivate lapsed patients from the 3,300-patient base, and install automated reminder and rebooking systems to lift chair utilization.
Add or expand high-margin service lines within the existing operatories. With five chairs in LA and three in Van Nuys, introducing or growing implants, clear aligners, and cosmetic cases can push revenue toward the seller's $1.1M and $650K projections without adding square footage.
Audit the payer and fee schedule mix across both offices. Renegotiate underperforming PPO contracts, drop plans that pay below profitable thresholds, and push the cash-pay and fee-for-service share to improve collected revenue per visit.
Fill open chair time with an associate or expanded hours. If the selling dentist currently produces a large share of clinical revenue, recruiting a productive associate protects against owner-dependence and unlocks capacity in the five-op LA office in particular.
Tighten front-office collections and treatment acceptance. Implement clear financial presentation, insurance verification before appointments, and same-day treatment scheduling to convert more diagnosed treatment into completed, billed work.
Leverage the strong Google and Yelp reputation into a real local acquisition funnel. Fund targeted local search and new-patient offers, especially around the visible Van Nuys shopping-center location, to grow the active patient panel beyond the current base.
If acquiring both, consolidate purchasing, lab, and back-office functions. Shared supply contracts, centralized billing, and common scheduling systems across the two offices create modest scale economics that single-site operators cannot capture.

Diligence notes

Split the $624,000 cash flow by location and confirm how much is tied to the selling dentist's personal clinical production. A practice that depends heavily on the owner dentist's chair time is worth far less than one carried by associates and hygiene, and this directly changes the real multiple you are paying.
Scrutinize the 2026 projections. The seller provides $1.1M+ and $650K+ gross against actual 2025 figures of roughly $950K and $600K, so underwrite on trailing actuals and demand production reports, collections, and adjustments by month to validate the growth claims.
Analyze the patient panel quality, not just the count. Confirm active patient definition, recall compliance, new-patient flow, and payer mix for both offices, since 3,300 active patients only matters if they are returning and profitably reimbursed.
Review both leases in detail given the deal includes no real estate. Confirm remaining term, renewal options, rent escalators, and landlord consent to assignment for the LA and Van Nuys spaces, as a short or unassignable lease materially affects value.
Verify licensing, compliance, and transition logistics with an out-of-state relocating seller. Confirm the current dentist's willingness and length of post-sale clinical transition, staff retention risk, equipment condition and age, and any outstanding insurance claims, malpractice, or regulatory issues.

Source

Originally listed on BizBuySell. View original listing →