The Dental Business Guide
The Dental Business Guide
Learn the three statements that protect your cash and grow your valuation
We share a clear, practical way to read your numbers, protect cash, and grow practice value without working longer hours. From the three statements to EBITDA, monthly systems, and quick wins, the focus stays on simple steps owners can take now.
• why profit and loss, balance sheet, and cash flow each matter
• how cash flow forecasting prevents last‑minute borrowing
• what EBITDA means and how buyers value practices
• owner‑operated versus associate‑led multiples and trade‑offs
• pricing, receivables, and cost ratios that move margin
• a monthly workflow using Xero, HubDoc, and management packs
• core KPIs including chair hour revenue and profit per clinician
• pitfalls to avoid such as lifestyle creep and weak systems
• actions to take today to build financial literacy and control
Join our next webinar on tax‑efficient strategies next week; book early as places are limited. Check the ICAEW one‑day event for practice owners on 6 February.
Email arun@samera.co.uk or book a call with Natasha. This recording will be on our website and YouTube soon.
Okay, good evening everybody and uh welcome to this webinar. Uh my name's Arun, and tonight um you've kind of got the joy of talking about uh understanding your dental practice finances. Um so why why am I talking about this? So let me set the scene firstly. I've been working with dental practices for almost oh over 20 years now, and um I'm married a dentist meter, we've been running private clinics in London and Surrey for for many years, and as well as helping many other dental practices all across the UK with their accounting, finance, tax, all that type of thing for many years. And lots of things I've seen a lot in my career, and I think over the next, well, it's been a tough period for many practices over the last few months, and I don't think it's going to get any easier with the budget being announced in November. So now, more than ever, is the time to start thinking about how can I manage my finances better, how can I um understand my business better, because it's those types of practices that will do well and not just survive but thrive if they understand their business better. Now, over the last 20 odd years, I've seen practices do pretty well without needing to understand their finances better because costs were low or interest rates were low and wasn't as much competition. But I think in the last few years, things have just got harder and harder for practice owners. And therefore, starting with understanding your finances is absolutely key. And today's session, it's only going to take 25 minutes, half an hour, it's a short session. I'm just gonna highlight some of the key aspects of things you need to be doing and understanding and what you should be doing in place in your practice, um, and understanding some of the key kind of uh financial statements you need to understand. Um, now at Sumera, as I said, we deal with literally hundreds of practices across the UK, all shapes and sizes. We deal with large groups, we deal with individual one-man bands, and of course, we also deal with associates. Now, we also deal with practices overseas and help some clients um in Canada and now even in the US as well. Now, my kind of background, just to give you a bit of information, if you don't know, um, I'm our own a chartered accountant, um, trained with PWC many, many years ago, uh, went into investment banking and then decided I wanted to have my own business and started off Samara. At the same time, my wife Smeeter, she started off her dental clinics called the Neem Tree, which are based in Surrey and in London. And over the years, we've had up to five clinics. Now she's sold a few, we're down to two clinics, um, all private, always have been private. And they're really a kind of a showcase of how we manage our practices, how we've manage, how we manage our accounting, how we manage our finances, how we manage everything in our practices. Now, we've also learnt a lot in the process of doing it because of what we learn in our practices, we can also share with our clients as well. And tonight is just a little bit of an insight for this. Now, this is the first webinar in a set of series up until I think mid to late November, which I'll be doing once a week. Sometimes it'll be me, sometimes it might be a colleague of mine talking on different subjects around the financial, accounting, um, commercial aspects and the tax aspects, not necessarily any other aspects, just the financial aspects. That that's our real that's our real speciality. And I think in these times, this is what people need to understand. So, without further ado, let me let me kind of move on to my first slides. Let me see if I can get this working. Um, hopefully I can. So that's a bit too small. Let's make it bigger. So the three financial statements you can't ignore. So when every year you probably have to, if you're a practice owner, um you will need to get your set of accounts done. Now, historically, I've seen um people leave it to the last minute, um, send their information in and get their accounts and pay their tax. That's it, or try and pay their tax. Sometimes they don't have the tax. But what we really need to get getting into the thinking and the culture of is trying to get this done much, much, much earlier. And in fact, do this on a monthly basis. And I'll come on to that a little bit later. But those statements that you create at the year end can also be done monthly. Now, the three main statements are the profit and loss, the balance sheet, and the cash flow statement. Now, the PL or the profit and loss ultimately just shows the income coming in less your expenses. So, income could be the um the fees generated by a practice or by your associates, um, sales of sundry items, and then any expenses, materials, labs, um, staff costs, marketing, um anything really. Okay, so those are the costs, and that ultimately shows at the end the performance of a business, the profit or a loss in that respect. That's so that's a simple one, the balance and the profit and loss. The second one is the balance sheet. Now, the balance sheet is ultimately a moment in time. It tells you at a moment in time what your assets are, but also what your liabilities are and how much actually how much equity you have in the business. So, in this respect, you might say at usually a set of accounts might be done until the end of the 31st of March each year. So a balance sheet will be a snapshot of that date showing what your assets are worth, but also who you owe, whether it's the tax man, whether it's um kind of trade creditors, whether it's suppliers, whether it's um anything else, and and also, of course, any loans that you may have taken. So that's a really important thing. It's a snapshot at a particular moment in time. If you did a balance sheet on the 31st of April, that'll be different to the balance sheet on the first of 31st of March, it'll be different to a balance sheet on the 1st of April. Because what's happened, there's been some trading in that day, and and that trading would be reflected in the profit and loss, and then that movement in the trading would then be reflected in the balance sheet. Now you don't need to understand the technical details of that, but I'm just trying to highlight these are the two main um uh kind of financial statements. And then what we have is the cash flow statement, and cash flow statements ultimately just showing the movement of cash in and out of your business, and in a in an environment where we're going into now, I think again, things aren't going to be easy. You need to be you need to have a uh a clear picture of what cash is coming into your business, but also what cash is going out of your business, and it's cash that ultimately, or a lack of cash that ultimately can um force a business into real trouble because you might be so for example, you might be um doing some cases, doing some dental treatments, and you're charging or you're invoicing the client, but your clients haven't paid you. So you've invoiced it, so the sales would be reflected in the profit and loss account. But since you haven't got the cash, the cash isn't coming into the business. So you've got no actual cash um coming in, yet you've still got to pay cash out for labs, for staff, for everything. So it's important that you then have a real grasp of what your cash coming in and cash coming out. Because when you have no cash coming, if you if your position is negative, that's when you start feeling, oh my God, I need to um sell something, or I need to get some short-term finance, or I need to get an overdraft, that type of thing. So if we can predict your cash flow over a 12-month period or the next 12 months ahead of you, that would help you manage your business much, much better and also help you um kind of be in a much better position because it's not it's not a loss-making business that will um close your business down. Eventually, a loss-making business probably would, but it's a lack of cash in your business that would ultimately close your business down. So it's so important to be on top of that. And the cash flow statement is something that we always recommend clients to prepare perhaps each year and update it as they're going and keep a keep a flow keep an eye on where the cash is going in and out of the business. Um, so you can see here, this is just another kind of way how to kind of another way to show it, really, in very simple terms. The PL shows the revenues, expenses, net income for the period, the balance sheet, the assets, liabilities, and your equity in the business. And the cash flow tracks cash flow from investing and financing. So let's say, for instance, again, going back to the cash flow, which is ultimately the most important one in this uh in running a business on a day-to-day basis, is that you have the uh cash flow statement. You see the m-you see the money coming into the bank, but you also see the money going out to the bank, and ultimately you want that cash flow to be positive because if it's cash flow positive, that means something is positive is happening, and you're not having to struggle to pay for for any any liabilities or any bills or any tax bills, that type of thing. So, and in in an ideal world, in an ideal world, the profit and loss count would probably look like a cash flow statement because ideally, when you do your work, you get the cash in, and when you do the um pay the expenses, you go the cash out. So that might happen in the same month. But we know we don't live in an ideal world, but cash flow is the key to this whole um uh thingy. So if you need help, reach out to me if you need a cash flow or um need to understand how you can plan your cash flow for your business because that's really critical. So that's a very basic understanding of the the three most financial statements. So if you get these financial statements at each year, you'll typically when you get your accounts done, you'll get a profit and loss on a balance sheet. You won't get a cash flow statement. That is something that would have to be prepared separately, usually by an accountant. Um, but the PL and balance sheet are your statutory accounts that would have to be filed with companies house, or if you're a sole trader, to do your tax returns as well. Now, why am I talking all about this? Okay, so well, you if you're running a practice, ultimately you're hoping to build value in your business and you're hoping to grow the business. Um, and ultimately, let's say but you say you buy a practice for half a million pounds, you might want to sell it for a million pounds in over a period of time. But what does that but how how how are practices valued these days? Well, practices are typically valued based on using a number called eBit DAR. Now, EBITDA is a number that can be coming that can come from the profit and loss account. And what that means is it says there it's earnings before interest, tax, depreciation, and amortization. So what you can see, if you see a profit and a loss account, I haven't got an example to show you here tonight because it's only a brief um uh webinar, you'll see your net profit. But what you have to do then is add back things like interest, you add back taxes, you add back depreciation and amortization, and you get then a kind of true picture of what the operating profit of the business ultimately is. Um so typically the e-bit dollar will big be higher than the net profit because you're adding back depreciation, adding back amortization, adding back tax and interest. Now that is a metric that is universally used now across the dental market where people are working out the e-bit dollar. But the e-bit dollar is just a number, okay? And that's a number that can be derived from looking at a set of accounts, but then it's ultimately multiplied by a multiple. Now that multiple can vary, but that multiple will determine ultimately the value of your practice. So in this example here, you can see I've said the multiple for a particular practice is five times EBITDA. So five times 300 is 1.5 million. So that would be the value of a business. Now, if we look at the current UK market, the typical range for any dental practices which are owner operative. So let's say you're the principal dentist working in that practice and you're doing the majority of the work, um, you're typically gonna typically gonna be valued between two and five times eBit DAR. Now, the EBITDA will be quite high in typically in those typical types of practice, usually because you're not having to pay associates and you're keeping a lot of the cash in the business or profit in the business. However, if you run an associate-operated model, the range may be six to nine and a half times with uh with dental associates running the business. So the EBITDA might be lower, but the multiple would be higher. Now you may be thinking, well, well, why? Um, why would that value be higher? Um why that multiple would be higher? Potentially because you could I could come along and buy a business from you, you might own the practice, and I'll pay you a higher amount. I don't have to actually physically work in the practice, but um I'm gonna be still getting a good income coming from it, and I'm gonna pay you a higher multiple for it. That's what happens. So that's what you have to start thinking about is firstly, if you are running a practice, um, do you continue doing your dentistry and run it you as a main main operator in the practice, or do you potentially run the practice as an associate led? Or is it a combination of the two? So I've written some written some ranges down of um of the multiple, but and each multiple will be will be determined by the quality of the practice. Is it private, is it NHS, where is it located, um the size of the practice, a whole variety of things. Now, why why is this important? Because ultimately this will determine what you can ultimately build your practice for, build build your practice value to. Now remember, eBit DAR is ultimately built from profitability. It's a profit number. So the key, let's say you buy a practice for 200,000 pounds, you want to be able to say increase the e-bit DAR to 300. So there'll be many things you'll have to perhaps do, maybe cut some costs, increase your prices, a range of things that will ultimately determine whether your profitability is going to rise or e-bit dollar is gonna rise, and ultimately your practice value will rise. So it's important to really understand your accounts and build your um knowledge of the accounts in order for you to actually work out your e-bit dollar. And that's the key number. If you're gonna track one of the key things you want to track will be your e-bit dollar on a regular basis, and that's something that we do for many of our clients is track their e-bit dollar because then we can determine, okay, they can determine, okay, how many is my how much is my practice approximately worth? So let me carry on. Um now why why why are we doing this? Why why do we need to know the numbers? Honestly, I've seen so many, I've worked with so many practices over the years, and some get it and many don't get it. Okay. Um, and the key the key thing here is if you have your numbers to hand, you see your numbers, you'll have real clarity of what your business is doing, and also be honest to yourself to say, well, is it doing well or is it not doing well? And if not, you can then ultimately make better decisions. So if you know your numbers, you'll be and you'll be able to delegate things much, much more better to your team members. Um, avoid micromanaging as I've written there as an example. So really knowing your numbers is really, really, really important. I cannot stress how important that is. It will make, as I said, if you're making prayactive decisions, you'll make better decisions um through the data, and then ultimately determine, okay, we've had some, we've we've we've done well this year, we can afford then to invest in some new equipment or do some redecorating or add another surgery, whatever it may be. It'll help reduce the anxiety and ultimately it'll help you plan your business much better. So having the numbers, having the data is honestly the key thing in this whole process. Yet, so many practices I know fail to get those numbers right because they don't necessarily have a process in place to actually implement um the systems in place to actually understand the business, okay? Because if you have the numbers, you'll understand your business better. And if you understand your business, ultimately you'll make better decisions. So what uh what are the things you need to do um to help you grow your practice from a financial perspective? So, in my mind, proactive financial management is the key to unlocking your practice's full potential. Most people focus on their trying to work harder, do more dentistry. Yes, you've got to do that, okay? But sometimes it's taking a step back and making a real strategic decision to understand the numbers and understand the business can make a massive difference. So a great example would be um we work with clients where we sometimes see their pricing, um, they're they're working so hard, doing their services, providing their dentistry, working very hard each day. But if they took a step back, they could look at and understood their numbers better. They could say, well, if I increase my pricings of certain items more by let's say 5% or 10%, um, suddenly I'll have a lot more income coming in, whilst I don't have to work as hard, as an example. So it's important to understand your numbers in the first place. So, first job I would, if you're not already, is each day just in the culture of the business, is get the get a look at and look at the daily transactions each day. Verify all your patient transactions and deposits against any practice monitoring software for accuracy. So I know if you use dentally or software of excellence, that can happen automatically, that happens in a kind of caching up. Then at the end of the month, each month, you need to get that PL done. Okay, you need to have the profit and loss done. Um, you know, you can get a bash balance sheet done, and you can also prepare some forward-looking cash flow statements to actually spot the trends. Now, the way we would we do that with our clients is we um use every we do lots of use lots lots of automation. We ask clients to scan their information in, it comes to us, our team does the bookkeeping using zero. Zero, then um uh we're using zero, we bookkeep it. We can then provide the accounts to our clients by the end of uh within a few days of the end of the month, so then they can have a team meeting and then start making decisions. And we provide that data to them to make the better decisions. So the key here is having a system in place. And if you don't have a system in place, we can certainly help you do that. Now, once you have that system in place and you've got a monthly report, you've got this a monthly analysis coming in, it's important you sit down and have a look at it, maybe with your partner, maybe with your team, um, and to really start looking, okay, what is working, what isn't working. Um, where do we change things? Where can we cut our costs? Where can we increase our prices? What kind of treatments should we should be should we be doing? Um, and you may even put a budget together to say next month or the next quarter, we're going to be putting a budget of X for materials or Y for marketing. And you can then allocate money towards that and not go above it. So these this is what budget and forecasting ultimately is. Um I've got and the last thing here is sometimes you one of the key things I've seen in some clinics, some clinics are very good at it. So in our what my wife's clinics, our accounts receivable is virtually zero. So what that means is we get all the money up front from our patients in advance of any treatment. So before we even started the work, we've got cash in the bank. Um, so we then don't have to chase up clients for money. But I know many practices still um kind of bill the clients afterwards, or the patient walks out the door, they forget to pay or don't pay, and therefore then there's a real hassle collecting the cash coming in. So again, these are things that you can change. Um, because if you have the cash coming in or cash coming beforehand, um before you start the treatment, your cash flow statements, as I said, the cash flow statement will be much more positive because you have the cash in the bank already. So you won't have that problem of, oh my goodness, I need to get short-term financing, or I need to get a quick loan, or I need to borrow money from my parents, or whoever it may be. So it's so important um you start thinking in this mind. It's and it's a mindset thing. Think about look at the numbers on a daily basis. Is that cash being generated? Is that is that right? Okay, is it is it is it is it is it sufficient? Then you do the monthly PL because from you get the monthly PL, you can then start doing other more fancy kind of um analysis. And we're not going to go into that today, but you can do more fancy analysis looking at um the hourly rates of dentists or um the percentage of lab costs as a material as a percentage of turnover. And these are trends that we would always look at to say, okay, that's working, that's not working, and that then helps you make better decisions. So let me move on. So I've mentioned this already, but I will kind of go into a bit more detail. So key tools for your practice, you want to be doing monthly bookkeeping. And we as a firm are a zero gold partner, and we help practices implement zero, we help do all the bookkeeping. So information comes in from the clients, they scan it in, it comes into a product called HubDoc, which is a zero product. HubDoc, then we then process everything from HubDoc into Xero. In Zero, we do the books, do all the accounting, um, do all the workings, we do the associate pay if necessarily required, all the payroll, um, everything's done. And then from that information, that prepares a management pack or a month set of management accounts. And that management pack is then sent to um the client for them to review, make some decisions, and then ultimately um uh make kind of hopefully improve the performance of the business. Whilst we're doing that, we can also do a monthly e-bit dollar assessment to say, okay, this is what the e-bit dollar of the practice is. Um, and we'll look back at the last 12 months, and that's what any serious investor, if you're if you're trying to sell to a corporate, for instance, they're not going to look at accounts of a year and a half ago, they'll look at accounts of um the last 12 months. So if you can always be tracking your last 12 months EBITDA, they'll then look at that, or you can look at that and say, oh, my EBITDA is growing up every moving forward, my moving forward eBIT dollar is going up a little bit each month. So then you might get to a point where you think your EBITDA is really healthy and doing positively, and it's perhaps why not grow so much more. That's when the opportunity is to say, well, I think it's gone doing really well. I may want to sell it at that point, if that's the if that's the thing for you. In addition, we would then look at other key performance indicators as I mentioned, like um kind of uh lab costs as material, material costs as a percentage of turnover. Um, we'd also look at non-financial metrics, metrics that perhaps come from dentally, like number of new patients or um hourly rates, these things, these are things that can be worked out, but you cannot work these things out if you haven't got the data in the first place. So it's so important to have all that data sitting in in zero and it's done correctly and it's done accurately. I've seen many, many times where people are using a bookkeeping package such as Xero or Free Agent or whatever it may be or QuickBooks. Um, and honestly, it's if it's garbage in, it's going to be garbage out. So it has to be done properly. And um cutting corners on this is the last thing you should be doing if you want it going into a business that you're trying to grow and develop. We know, and I know running a dental clinic is an expensive business, it needs a lot of capital, it needs a lot of labor. So, therefore, you need to be have a grip of those figures. And by putting by cutting corners or putting rubbish numbers in, you're gonna get rubbish numbers out, and that won't really help you grow your business at all. So, team meetings. So, once you've done all this and you're getting all this information, and let's say you work with us to do that, you'll have team meetings to discuss performance and areas to improve, and that's the key thing, areas to prove and you can talk to our team here, they can advise, or you might talk amongst your own team, and you might you and pretty clearly you will start seeing the trends, whether it's a positive trend or a negative trend, you'll start seeing those trends, and people will then start thinking, hmm, okay, um, you might think, well, I need to do something about this, or oh, we're doing quite well here. But that helps you. The phrase I love to use is the numbers always tell the story, always tell the story. So these are just some testimonials from some of our clients, but I'll I'll highlight the second one. This Dr. Lee, a client of ours. Um, by by doing this, by watching the numbers um and focusing on the eBit DA. This this example was that our client improved their margin, improved their e-bitar by about 30%. Okay, well, increased the practice value by 30%, sorry, but because it ultimately they're improving the E-bit DR. So EBITDA is going up, and then ultimately you apply a multiple to it. So the value of the practice over two years went up by about 30%, which is a lot of money. And we know how expensive dental practices are these days, the values are high. So 30%, say, on a one million pound practice would go to 1.3 million, a lot of money, another 300,000 pounds in that example. So um, it's so so so important when clinics and practices focus on the numbers, you start seeing a massive shift in the performance, and ultimately you get higher margins. Um, higher margins ultimately lead to higher valuations for the practice. So, this is the real impact is that focusing on the EBITDA, focusing on the PL, or focusing on the PL, which leads to the EBITDA, will then help you focus on where you cut costs, where you increase prices, and ultimately how you can run a business better and ultimately sell it in some point in the future, if and when you're ready to sell, if you need to. If you want to sell, you may not want to, but it doesn't matter. You can still maximize profitability whilst you're doing it. Now, I've kind of highlighted these already, but I will kind of talk, talk, talk, talk, talk these through. There are key pitfalls to avoid. Um don't do this, don't, don't, don't put your head in the sand. I've seen too many practice owners who may be struggling and then they put their head in the sand and they kind of just focus, focus on the work, and they get worse and they get into a real kind of spiral, spiral, negative spiral. And uh sadly, I've seen practices go out of business and people kind of their relationships with their partners go down the toilet because they've they haven't really focused on understanding the business and understanding the numbers, and that is really key to the whole thing. If you understand the numbers, you'll make better decisions, you'll run a better business, your team will be happier, you'll be happier, and ultimately everything will be happy and you'll be able to take more money out of the business. Now, what I've seen again is that sometimes the practices aren't doing too badly, they might be doing quite well, but many, many practices ultimately struggle, is because many of the owners take too much money out of the practice, mainly to support a lifestyle perhaps they can't afford. They have the big houses, the big cars, the big holidays. Yes, you can have all that, but only if the business is actually generating that money. And it's there's no point taking another loan out and another loan out and another loan out just to finance that lifestyle. Eventually it catches up with you. So you need to really make be very careful. And I and I've seen it with many, many dentists, particularly younger dentists, where they get caught up in the emotion of, oh, we need to have that bigger car or bigger house or whatever. Ignore the rubbish, okay? Don't worry about your friends or peers are doing, just focus on your numbers. Um, so it's key to have that weak um to know your numbers and not have a weak system. So you really, if you haven't got a good financial system in place or process in place, so you know the numbers accurately and on time, then you need to kind of give me a shout or my team a shout. In addition, another pitfall to avoid is um labor costs. It's very easy to hire another team member to think, okay, that will solve the problem, but quite often or not, that just adds more labor, more costs, and ultimately squeezes your margins. Um, so you've got to be thinking about who you're hiring, what's their capability, what can they do, how can they add value to the business. If you're hiring people just to kind of fill in gaps, I've seen it again and I've seen it before, and I've seen it in my wife's clinics many years ago, which is hiring people to fill a gap, but that person was very average and it's cost us more money than anything. You've got to absolutely change that and uh do that. Um, and then also, I know many people just focus on production. They look at the turnover or the money coming into the bank account or into the cash into the bank and the the number that comes the daily, their daily kind of collections at the end of the day, but they don't really focus on the other KPIs, the financials, as I said, the turnover, the um profitability, the other KPIs such as lab costs and material costs and staff costs as a percentage of turnover. And then they don't even look at things like non-financial data, like marketing numbers, like new patients per month, or where those patients are coming from. So you definitely need to set up systems in place, not just to track your financial, but the the non-financial bits as well. And then at the same time, many, many people just use a very kind of generic, get generic advice from an accountant or so their dad or uncle who's an accountant, who might be be an accountant, but they have no idea about dental stuff. Um, and that's that's that's failing. You're failing yourself more than you're failing your business, and ultimately you're failing your team. So it's so important to get proper advice from people who know it. Now, I don't want to blow my own trumpet, but we've been doing this 20 odd years. We run our own practices, we see what works, but also see what doesn't work. Um, there are many other accountants out there, but none are as far as I'm aware who actually run dental practices. So we have a really unique insight, um, particularly in the private domain. That's where our kind of real strength is in private clinics. Um, we see what works, what doesn't work, and again, we can share that knowledge to people or to clients um with that kind of specific um understanding of the sector. Um, so what can you do today? Okay, there's a few things you can do. You firstly can um take control um today. The first thing is start your monthly risk, start getting your financials done, start getting a system in place. Um, understand and then understand your financial statements if you've got some estate, if you've got some accounts already, have a look at them, interpret them, ask questions. If you're not sure, reach out to me or my team. We'll happily help happily help you interpret your numbers. Number two, get a set of advisors, someone who understands dentistry, who knows what they're doing. Um Again, we can do that. And then thirdly, make better decisions from this information. Financial literacy of your business is ultimately the foundation of your career and your free and of career freedom. Too many practices, too many practice owners, I think, get excited, they buy a practice or they set up a practice, get very excited, but they lack the financial understanding. And by lacking that financial understanding, they struggle. And that's when they kind of have real um problems, okay. Um, and then cash flow issues and tax issues, and and it's just an ever ever never-ending cycle of going round and round and the same problems every year, same problems every year. So it's so important to really shake it up and do something different. And again, we can we can help in that respect. So we have a whole bunch of resources, okay. Um, what I'll do, I will send you share some links now. So I'm gonna go to our website. There's a few resources that you can take and get here, and it's totally all totally free. Okay, well, most of them are free. Um, the we have our learning center. So if I go to our website, um let me go to our website, just bear with me a second. So on that I've just sent a link to our learning center. On our learning center is a whole load of information on finance, accounting, marketing, all those types of things, okay? Um and I can share that. I will also uh share another link. We've got also um uh you've you've probably joined this event through our webinar program. So we've got, as we said, I've got a webinar next week, okay. Um I will be putting a link. This is a link to an event we're doing in February, okay. And um there's a whole load of um, it's a one-day event in at the Institute of Charleston Accounts in England, Wales. Now, obviously, I'm a fellow of that, and we've got a nice space there. We'll be talking about accounting tax for dental practices or dental practice owners specifically. So it's the whole information there. Have a look at that event, okay. Um, and the other thing I want to highlight is our packages that we can provide to you. Where's it gone? So here um I've sent a link to our dental practice packages, okay, and these are the packages we do for all our practice owners. Now let me just see if I can share my screen. Um that's not it. Okay, well I can't do that today, I don't think. But what I can do is I can share my screen. So hopefully you can see my screen. Yep. Now this is the um packages for dental practice owners. As you can see, we have a basic package, a kickstart package, it's called a grow package and expand package. And as you can see, these are the things that we typically do. Um, under operational accounts at C we have bookkeeping, quarterly accounts, um, balance sheet, bookkeeping, tracking categories. We get the annual accounts done, corporation tax, um, director's return, personal. We do basic tax planning, you have a dedicated accountant, you get part of our buying group. Now, our buying group is something that allows people to get savings. We have discounts with various suppliers from people like Wrights to um some other kind of suppliers as well. We get good discounts because we've negotiated, we have over 150 practices on the buying group, so we can save you money if you haven't already. Join the buying group, that's free anyway. You don't even have to be an accountancy client, you can join it for us for free. But if you look at the more advanced packages, we help set up the chart of accounts and zero. Basically, we do everything, okay? And if you're if you're a group um here, we can do it for multiple practices and and consolidate all the information and do all the company secretarial work, so we can pretty much cover everything there. So we've got enough experience, and then we can provide FD services, and these are some of the kind of other KPIs we can look at um chair time revenue analysis, treatment mix, pricing, um, do evaluation, cash flow analysis, all of these things we can do. So we've got a lot of experience in this, and this is kind of what we've done bread and butter for the last 15-20 years, um, all developed in our own practices, and now we can provide them to other clients. And just going back to this February event as well, that we've got um this one here, February the 6th, it's the ICAEW, and again, this has got a whole range of things. What we're going to cover, it's a full day, it's only 300 pounds, but it give a good gives you a good understanding of this. So you can check this out if you want to book a ticket. There's very limited spaces at the moment, we're keeping it to about 12 people. So um, if you want a space, please book early. And I imagine this will get quite busy. And then finally, just to kind of highlight, I know you've booked on this event. Hope you found this of interest. Okay, tonight's was this one here. Next week, we're going to be looking at tax and looking at some tax-efficient strategies. Um, if that's of interest to you or any colleagues you know, please do um share that um with with with others. And uh, we've got a whole roadload of next and the following week is practice growth. We're looking at how to acquire practices. Um, number four, the other some of the systems we put into place with zero and other processes, and we'll look at even AI, we look at pricing of services, uh, funding, getting loans, getting finance on the best terms, building the right finance team, what who you need, what types of people if you're going to build a proper business. Uh, AI again. So we've got a whole range of things that are there. Um, if I go back to my thingy now, hopefully I'll stop sharing this. And I'll go back to my tab. So oh, sorry, maybe you didn't see the slides. I'll show the packages again. Hold on, I've just been told. Sorry about that. Um annoying. I'm not sure why it's not showing. It's telling me it's showing, but okay, not to worry. If not, if not, I've sent the links in the in the in the in the here. Hopefully you can see that. Can you see that? Uh maybe, maybe not. But if not, these yeah, okay, that's it. Okay, right. You I think you can see the packages now. Um, you can see the dental practice startup. Um, you can see um the grow packages, um, you can see um literally everything that we've got there. Um, these are all the certain these are expand services for growth. I'll just scroll down. I'll just scroll down a bit more on this page. Go back. Um, client care tax planning. We basically cover everything, and it depends on the size of practice. The prices will determine, we determine based on which practice, um, which practice size, what what you need, etc. But it shows you how much detail that's there. Um, and one of the things that I really would do want to show is that there are so many things that can be monitored, and you can see here we can do chair time revenue treatment, makes pricing, practice valuation, cash flow, um, profit per clinician, which is always popular. Basically, we've seen quite often where some associates are making money, which associates are losing money in a practice, these types of things. And what we've also seen, um, and what we're working on, we're working on a product with AI to basically bring in data from zero, break bring in data from Dently, and then hopefully analyze that and help practice owners make better decisions as well. So that's kind of um uh kind of a touched on it tonight. Um, I welcome any questions if anyone has any questions tonight. I appreciate it's I've gone a bit longer than I anticipated, but if you've got any questions, please do do reach out, or you can ask me a question here. Um alternatively, reach out to me. My I can put my email addresses here, arun at samera.co.uk. You can book a call with me, or you can book a call with my colleague Natasha, who kind of heads up our accounting side of things. Um, she'll be happy to help out as well. Um, but I hope this has given you a real basic insight. Um, I've tried to dispense 20 odd years of experience into like 30 minutes or 40 minutes tonight, okay? Just to give you a taste of it. I don't want to overwhelm you, but you know where we are. And um, if we can help in any tool, um please let me know. This video will be recorded. This video has been recorded, Ron, it will be it has been recorded, it will be sitting on our website in due course and our YouTube or my YouTube channel as well, very shortly as well. So um hopefully this has been useful. And uh, if you have any questions, don't hesitate to reach out. Thank you. I'll just wait around for a moment if anyone has any questions. If not, no big deal. Appreciate the Tuesday night. You might have more interesting things to do. Okay, thank you very much.