Where to lean in and where to pull back
KEY TAKEAWAYS
- Offer a menu of payment plans to help patients say “yes.”
- Prioritize marketing.
- Improve the patient experience.
- Build a healthy, intentional, high-trust practice culture.
As we turn the page to 2026, the dental industry stands at an important inflection point. Patient expectations, economic uncertainty, workforce challenges and financial realities are all shifting, and dental practice owners must be prepared to adapt.
To break it all down, Judson Crawford, CPA and partner at CWA, takes us through his annual dental industry outlook outlining the major forces shaping the business side of dentistry in 2026, and what practice owners can do to drive success in the coming year and beyond.
“Last year, we used the term ‘cautiously confident’ to describe our dental outlook. This year, with a mixed bag of economic indicators, consumer prices remaining high, and the constantly shifting price of healthcare, the operative phrase for practice owners in 2026 should be ‘intentionally resilient.’”
To Judson, that means focusing on the fundamental business principles that empower practices to succeed no matter where the rest of the year takes us.
“First and foremost, I think our base economy remains strong, but prices remain high in the areas that affect consumers the most,” says Judson. “While there’s no silver bullet, practice owners can focus on the things that get patients in the door.”
Judson outlines four areas below that he thinks will add up to success in 2026.
OFFER A MENU OF PAYMENT OPTIONS
With rising out-of-pocket costs, shifting insurance models and a more price-conscious patient base, Judson says offering flexible financing is no longer optional.
“Patients expect a range of payment choices, not just one. Offering a menu of plans helps patients say, ‘yes’ to any treatment plan.”
Judson suggests practice owners take a tiered approach:
- Short-term, 0% interest plans (6–12 months) are an easy entry point and work well for patients who want straightforward budgeting.
- Longer-term plans (24–60 months) are ideal for high-fee procedures, making premium dentistry accessible to everyday patients.
- In-house plans offer patients quick approvals, work well for small balances, and keep practice financing fees low.
“Offering flexibility is important, but equally critical is ensuring that the person presenting the financial arrangements is knowledgeable and confident in presenting the options,” says Judson. “Too often we put ourselves in the patient’s pocketbook and push a 12-month option because it’s zero interest, rather than letting the patient decide what’s right for them.”
MAKE MARKETING A PRIORITY
Each year, dentists face a more crowded, competitive and digitally savvy patient market. Judson says practices that grow in this environment won’t necessarily be the ones with the newest technology or the largest ad budgets. It will be the ones that use smart, strategic, patient-centered marketing.
To start, Judson suggests practices treat marketing as a system, not a set of tactics.
“Historically, private practices have approached marketing as a list of disconnected initiatives: a bit of SEO, a few mailers, a Facebook ad campaign, maybe a billboard,” says Judson. “That approach no longer works, as patients expect to interact with your brand across multiple touchpoints before they ever schedule.”
A strong 2026 marketing system should include:
- A clear, differentiated, consistent brand message
- A fast, conversion-focused website optimized for local SEO
- Integrated digital advertising across all touchpoints
- A strong social presence using video for testimonials, treatment walkthroughs and fun “day in the life” reels
- An in-office experience that is aligned with marketing promises
“The practices that grow through intelligent marketing will be the ones where each of these elements feeds the others — one cohesive system designed to convert curiosity into action,” adds Judson.
ALIGN CUSTOMER SERVICE WITH PATIENT EXPECTATIONS
The modern dental patient is more informed and more demanding of convenience than ever. Patients have grown accustomed to seamless consumer experiences in nearly every industry, and they now expect the same from their dental office.
“Practices that simplify communication, reduce friction and improve the onsite experience will outperform those that stay slow and manual,” says Judson.
Areas to focus on optimizing include:
- Online scheduling and digital forms
- Transparent estimates and payment options
- Virtual consults for triage and follow-ups
- Shorter wait times and more predictable visits
“Meeting patient expectations extends into the dental office in the form of customer service,” says Judson. “A practice can have the best digital scheduling experience in the world, but if the front desk and office aren’t prepared to deliver on that experience, you risk losing them inside your own office.”
In short, the practices that win will be those that treat the patient experience as a product: designed, consistent, and intentionally managed.
TREAT PRACTICE CULTURE AS A STRATEGIC PRIORITY
Of all the trends shaping dentistry in 2026, Judson says the most quietly transformative is the renewed emphasis on building healthy, intentional, high-trust practice cultures.
“I’m a big believer in the importance of culture in a dental practice because it can be such a multiplier,” says Judson. “A great culture is the force that makes everything else easier, stronger and more sustainable.”
And it’s more relevant than ever. Years of staffing challenges, burnout, generational changes and rising operational demands have taken a toll on many practices. But with a strong culture in place, Judson says recruitment is easier, retention improves and efficiency can go through the roof.
Below is a starting point to culture-building. Get more insights into what creates a strong culture here.
Clear, Consistent Communication – Weekly huddles, transparent goals and two-way feedback loops create alignment and reduce conflict.
Leadership That Listens – and Lives It – Staff want to feel heard. Asking for input and acting on it builds trust, as does seeing leadership living out the culture every day.
Defined Roles and Systems – Chaos destroys culture. Clear expectations, documented workflows and consistent processes create confidence and reduce staff stress.
Professional Development – Team members want to grow. Offering CE opportunities, mentorship, cross-training and leadership pathways helps staff feel invested in the business.
Recognition and Appreciation – Retention often comes down to staff feeling valued. Celebrating wins and acknowledging hard work creates loyalty.
Judson adds that a strong culture doesn’t just improve the staff experience. Patients can feel it, too.
“They sense when a team works well together and when a practice is stressed or chaotic,” says Judson. “In a highly competitive marketplace, that emotional experience can often determine loyalty.”
In the end, technology matters. The patient experience matters. Operational efficiency matters. But perhaps the most profound dental industry trend in 2026 will be practices that are resolute in their commitment to improving the fundamentals, and in 2026 that means focusing on the human side of their business.
Looking for a more in-depth look into what we can expect in 2026? Check out this episode of the Accumulating Wealth podcast, hosted by Judson and fellow CWA partner Hunter Satterfield.
As always, CWA is ready to answer any questions about your practice and personal financial goals for 2026 and beyond. Contact our team to today.
