The Dental Business Guide
The Dental Business Guide
Tax Made Practical for Dental Owners
Most practices don’t overpay tax because the rules are mysterious—they overpay because the structure is wrong, the records are messy, and big decisions happen too late. We walk through a practical blueprint for dental practice owners to protect assets, cut risk, and keep more of what they earn without gambling on schemes.
We start with the foundation: picking the right vehicle—sole trader, partnership, or limited company—and why more owners choose companies for flexibility, asset protection, and clearer exits. If growth is on the cards, we unpack holding companies and subsidiary structures: ring‑fencing risk site by site, upstreaming cash with tax‑efficient dividends, using group relief to offset losses, and setting up clean, saleable companies that attract buyers. Then we get into cash extraction that actually works: the balance of low salary and dividends, company‑paid pension contributions into a SIPP or SSAS, short‑term director’s loans done correctly, and when benefits in kind make sense.
From there, we focus on the everyday decisions that quietly save thousands. Capital allowances and full expensing on chairs, X‑ray units, and IT can reduce corporation tax fast—if you time purchases before year end and keep immaculate records. Operational expenses—from lab bills and materials to software, training, and compliant travel—need a simple, digital capture process so nothing slips through the cracks. With accurate monthly numbers, you can forecast tax, pace dividends, and plan pension top‑ups before deadlines bite. We also map out exit readiness: Business Asset Disposal Relief basics, the substantial shareholding exemption at holding company level, and why clean ownership and early planning turn a sale from stressful to smooth.
Compliance is changing too. Making Tax Digital for Income Tax lands from April 2026 for many sole traders, moving to quarterly submissions and a final declaration. That shift can be a headache—or an advantage—if you use it to get real‑time visibility and avoid January surprises. Above all, we call time on “too good to be true” tax schemes. The safer path—structure, records, timing, and long‑term wealth via pensions and ISAs—wins over the years.
If you’re serious about stronger cash flow and a cleaner exit, listen now. Then subscribe, share with a fellow practice owner, and leave a review with your top question—we may feature it next week.
Right. Good evening, everybody, and uh welcome to this webinar. Uh my name is Arun, and I'm going to be talking to you a little bit about tax today. Um, around the subject of optimizing your practice for tax. Um, and uh firstly a big hello to everybody, and uh thank you for the message there. Um, hello, hello back, hello back. Um, now um only gonna speak for about 25 minutes, 30 minutes, um, but I'm gonna be talking about optimizing your uh practice for tax. So this this series of webinars is all around uh practice owners, it's all for aimed at practice owners, and in a space of 25 minutes, there's not much I can divulge, but I'll certainly give it a damn good go. Now, my name's Arun and I've been working with dentists for the last 20 odd years. Um, I am a chartered accountant with the Institute of Chartered Accountants in England and Wales, have been for 25 years, 26, maybe actually no, maybe 28 years, I think. Um, so I've seen my fair share of issues in practice. Um, but I think the big issue um or the big the big learning curve for me has been as an owner of dental practice as well, with my wife's meter. Um, everything that we talk about today and what we'll we always plan and do, nine times out of ten, we've done it ourselves. Okay. Um, so we have a lot of experience, a lot of grey haired experience to to provide advice to people around not just about tax, but how to manage their practices, how to manage the finances. And I know appreciate that's quite a rare breed, but our practices, dental practices have been going on for since they started in 2002, and uh the accountancy firm Sumera has been going since 2002. So, anyway, um, so the most popular question I always get from um dentists, well, actually from any client to be honest with you, is how can I save more tax? And um a few years ago, maybe about 10-12 years ago, there used to be loads of tax planning uh opportunities, should I say, some of them dubious at best, okay? And many dentists would enter them hoping they'd save tax. Unfortunately, for many of them, that's come back to bite them with various interest charges and penalties because of the schemes that we're involved in, were always a little bit too dodgy and a bit too um flaky for me. Um, but I know clients who I lost to be honest with you, because they went down that route, they wanted to go down these tax saving routes, but eventually they've come back because of all these issues. So, as someone who's been in this game a long time, be very careful who you listen to. Um, there are lots of people who can claim this, claim that, I'll save you tax, I'll save you money. The reality is they can't, okay. Um, and there's always some scheme stir out there. Um, check who they are, check their background, check their qualifications, and check have they done it themselves. Okay. Um, too many charlatans out there. So I'm just warning everybody at this point right now. But anyway, let's crack on with some of the bits and pieces I'm gonna run through tonight. So I'm gonna add this to the stage, get some slides on. Uh hopefully you can see that. Let me get the formatting right. Okay, so optimizing your practice for tax. Okay, so key things I'm gonna talk about are choosing the right practice structure for tax efficiency, tax saving strategies for capital and operational expenses, um, cash extraction strategies, how to take money out of your business if you're running a company, excuse me, and ultimately um planning for future exit or expansion. So let's let's crack on with all each of these. Now, I've seen, I think where I've seen things go wrong is I've written it here, running a successful practice isn't about providing excellent patient care. It's also about managing your finances effectively, and tax is an important aspect of this. But every year I see with clients, many clients, where they may be earning well financially, but um they haven't planned their finances properly, and therefore at the end of the day, they have a big tax bill at the end of the year, which they quite often not haven't anticipated, and then they're scribbling around to pay that tax. And um it's no fault of their own. It's ultimately they're just not organized in a way or haven't had the right advice to plan for the taxes that may be due. Now, if you're running a practice, you've got multiple taxes you have to pay. If you're running a company, you'll pay corporation tax. If you're a sole trader, you'll have to pay income tax. If you're running a company, you'll probably have to pay income tax as well if you're going to be taking money out of the business. Of course, you've also then got to pay PAYE if you're employing people in your practice as well. So um there are different advantages for different ways to be structured, and I'll just run through these um in this next section. So, what's the right structure for a practice? Now, I think the easiest way to explain this is perhaps how we did it. Okay, and I think that's kind of the way to do it. So, when we started out our practices many, many years ago, um, my wife's meter, she was an associate dentist. At that time, she decided in 2002, 2003 to open up her own dental practice. So at the time, we thought, you know what, we're not going to go down a company route. It looks like we're going to raise, we're going to set it up as a sole trader. And that's exactly what we do. We set up a sole trader business, and her first practice was a sole trader. Now, after and the sole trader ultimately is you earn fees coming in, you pay your expenses, and you ultimately pay income tax on any profits that are made in the business. So there's no company or anything like that. Now, as the business grew and as um more sites were added, uh, we came to a thought to a thought, well, we need to manage our risk better. So, what we did, we incorporated the sole trader business into a limited company, and that's a process called incorporation. And that's what we did. So now her clinic, well, she's got multiple clinics, each of her practices is run as an individual limited company or an or incorporated entity, however you want to call it. And now, why did we do that? For numerous reasons. One was for limited liability. Okay, so uh the the liability of the company is only restricted to the the the share capital of the business, which minimizes the risks, whether it's a sole trader, ultimately, if something goes wrong or your assets are potentially exposed. Um, and now her clinics run as individual limited companies. I'll come back to a group structure in a minute. I have other clients who do run as partnerships, okay. Uh might be two partners, and they run two they own the practice together and they share the profits equally or in some type of arrangement. So you have the three main areas are sole trader, a partnership, and a limited company. Now, over the years, more and more dentists have gone down the limited company route, mainly because um there have been tax advantages and ultimately, in my mind, it limits your liability, but also it just gives you a bit more flexibility um in terms of how you want to do things. And corporation tax has been a lower rate of tax previously, it has kind of risen again, but still a lot of people decide to go down this corporate intercorporated route. Now, looking back to our kind of situation when we had we now we we've had multiple practices up to five practices, so we would have five limited companies, but none of those companies were ever held owned by SMITA, okay, on her own. What they were held by, they were held by a holding company that sits above that. So it was a holding company, and that holding company owns each of those individual subsidiary companies, and that holding company um owns um those subsidiary practices of subsidiary companies, and it's that holding company which is then owned by Smeeter and it's owned by me. So why would you have a holding company? You're thinking, what's the point of that? Well, there are various reasons, and I'll come come on to that in a minute. Okay, but that's the typical structure when we're advising people who are expanding, who have groups, is to try and think about this right at the beginning. So when you start so now, if if you were a if you're planning to start in the acquisition or start buying a practice or planning to do multiple practices, today I would probably say don't do a sole trader. I'd probably say just start as a limited company, it's just easier, there's less hassle, less paperwork, um, and it'll be a better thing for you. So I would then say start with a company, let that company um buy the practice, and then if you're going to do multiple practices, and that you might own that one company, it's just you owning it. That's fine. But in the future, you might add more practices and you might then have a holding company above it, um, above those subsidiary companies, if that makes sense. Oh, it hasn't shown here, probably that's squeezed up on the slide. Let me see if I can make this look better. Apologies about that. Um, in a nutshell, what this is saying so the benefits of having an unincorporated business, such as a sole trader, it's simpler to um set up. There is no company, it's there are lower accounting bills because it's just a sole trader business. And ultimately, profits are taxes, personal income in you pay income tax and national insurance um on all earnings, and really doesn't give that separation like a company would between personal assets and business assets. Same principle for a partnership, exactly the same, but ultimately you're just a partner in a sole trader business. So it's effectively two sole traders or three sole traders come together in a partnership. Now, the company, as I mentioned, offers the opportunity to be a separate legal entity, and those profits are subject to corporation tax, which is different to income tax. Now, the question is, how do I take that money out of the business? You're going to say, Well, there's different ways of doing it. Typically, directors may take a salary from the company, they may take some dividends as well. And it's that fine balance of working out in that kind of in that year or that particular tax year, what is the right balance to be taking out to be tax to be most tax efficient. Um, and typically dividends are taxable at a lower rate and compared to other income that you take. In addition, an incorporated entity offers stronger asset protection and can be more attractive for investors or future sales. Now remember, when you're built, let's say you're building some practices or you're building a group. When you're going to sell the business, okay, you might want if you're if you had a sole trader business, you're just going to sell the assets to a buyer. And you sell the assets, some goodwill, some physical assets, but you'll probably be keeping the debt or any um liabilities that you might often have to keep. If you're selling a company, quite often you'll sell the shares of that company. So you sell the shares, and that share, those shares have a value, and those shares are a value are made up of the assets and the liabilities of that company. So you sell the shares. So effectively, when you sell the business, you're just selling a share. You're not having to, and so the due diligence by the buyer has to be done on the actual company, the whole entity, and then that those are subsequent shares, and you're but then selling subsequent shares of that company. So kind of alluded to this a minute ago, but this is the this is a really important thing. If you're growing, if you're adding more practices, you're trying to do this type of thing, is to have that holding company that owns those subsidiary company. Now, they're separate legal entities. So, for instance, if you had a group and you had a holding company, you have five practices underneath. Now, if one of those practices technically fails or has some problem or has some issues, you could effectively close that company down or sell that company off, and that wouldn't necessarily impact the rest of the entities. But remember, if you or if you had but if you had one big company that owned all multiple practices, trying to divest or get rid of that practice out of your business structure is actually quite difficult. So when you're thinking about acquiring or growing and you're going to get multiple practices, I would always suggest that you have a separate practice, a separate company for each practice. Um, yeah, so there's each company is legally separate. Um tax vision profits can be distributed or managed across entities to reduce tax liability. Um, each subsidiary can specialize in a particular market or product. Um, brand expansion, various things. But from a tax point of view, what this allows you to do, let's say each of your practices are below are making money or making some money, they all pay a dividend to the holding company. And that dividend paid to the holding company is since it's within a group, there wouldn't be any um tax payable in that respect. But the issue comes is when you want to take money of that out of that holding company. How do I how do I um take it out? And that's when you have to start thinking do I take dividends, do I take a um some salary, or do I just keep the money in the company? Maybe you could do that for an opportunity. Now, one of the other benefits of having a group structure, and this is something that people need to be aware of, if you if you're selling, if you have a practice in a company and you own it as a person, when you sell the practice, okay, sell the shares in that practice, you'll have to pay um business asset disposal relief, or it used to be called entrepreneurs' relief, and you'll have to pay capital gains tax. But if a holding company owns a practice company that owns a practice, and that holding company sells the shares in that subsidiary practice, the gains go into the holding company, and there is no capital gain to be paid, okay, at that point. Obviously, there's money going into the holding company, there's an issue of taking money out of the company, the holding company, but that's a separate issue. So there are different what the beauty of a limited company structure and groups and this type of thing, it gives you that flexibility. So, for instance, another benefit of the group is that some companies might be making money, some companies may be making losing money, but if they're part of a group with a holding company at top, therefore the profits in one can be offset against the losses against others, and then the net tax is lower. And that's the whole beauty of a quick group structure. So I know when we had practices before, one of the groups was doing not so well, but the others were doing really well. But those ones that wasn't doing well was bringing down the group profits, and ultimately the tax payable overall was less. Now, where I've seen it go wrong is I've seen clients who've got something as a sole trader, something as a company, something as a partnership. It's all a mess, okay? That is not a way to grow. That's just gonna give you more headaches, and ultimately it's just a messy situation, and you're gonna end up paying probably more tax that way. So this has to be thought through at the outset of how you're growing, how you're developing, if you're gonna acquire more practices or if you're gonna develop um the whole um group structure for yourself. So certainly reach out if you if you're thinking of going down that route to me. Um, so that's kind of group structures. Now, in terms of um taking money out of the business, how you take your money can have a multiple can have a massive impact on your personal and business tax position. So it's important you strike that balance between salaries, dividends, and other forms of cash, um, which ultimately helps while maintaining um compliance with HMRC rules. So obviously, you can take money out through a pen through a salary. Okay. Um in addition, you can um pay yourself a pension contribution. So if you have a company, that pension contribution out of the company can be paid by the company, and that's a tax allowable expense, and that would go into your say SIP, um, and therefore your SIP value is increasing and your liability under the company is reducing. So, for example, I know in my wife's clinics, she has a SIP, and we take out money every month, which is a contribution to her cut to her SIP, which is reducing her taxable profit, which ultimately reduces the tax that's payable by her, as an example. In addition, um, each year, if she thinks we need the cash, she may take a dividend out of her company. Um, and since you're taking a dividend out, there's no national insurance to pay. Um, but the key thing is you must have retained profits or historical profits to be able to take dividends out. You can't just take dividends out just for the sake of taking dividends out if you haven't made profits historically. Um, other ways to take um money out is through a director's loan. So the company can loan the business to you, um, but uh that's only for a certain period of time. That loan has to be paid back to the company. If it isn't paid back to the company, something called section four four five five tax you have to pay, and that's the tax bill you have to pay, but you can get that tax back once you repay the loan ban. There's various rules around that of how to do that. So I know a lot of debt clients do use do use the benefit of a director's loan for a temporary cash access, then return money back to the company if they're doing things. Um, in addition, certain benefits in kind can be given to you as well from the company, um, such as company cars or medical insurance. And again, depending on the benefit in kind, there are some that are more tax efficient and some that aren't so tax efficient. So it has to be looked at about what you want to do and what you want to take out. So, for example, there are certain things like um certain salary sacrifice schemes that you can get. So, I'd rather you could say, I'm not gonna take a salary, but I'm gonna use that as a part of a uh sacrifice to be contributing to uh a cycle to work scheme. There's various things out there, but to be honest, that the the opportunities to reduce tax have reduced over the years. Um, so what is the optimum structure? Currently, a low salary, taking some dividends, and if you don't have a pension, I'd try and maximize paying your pension contributions into the pension. The only downside with that situation is once you put money into the pension, you cannot take your money out of the pension, it's stuck in there until you retire. So you have to look at all of these things. You can pay up to 60,000 pounds into a pension each year. Um, that could be a consideration if you're making decent profits, but you've got to look at it for a on a case-by-case basis. So if you need help, again, that's something that we can um certainly advise. Um in addition, um, let me get these slides on a bit funny, haven't they? Um let me get this looking better. Maybe so. Okay, maybe just do it. So um you can I'll take my photo out of you don't want me anyway. Um effective tax planning is those uh is is at how your profits are are earned. So there's two types of expenses that you have when you're uh spending money in your practice. You have capital assets and you have operational expenses, or capital expenses and operational expenses. Capital items are ultimately fixed items, so you might buy a chair or you might buy uh a reception desk. These are capital items. You might buy a screen or you might buy uh an X-ray. But what you can do is you claim those capital allowances. Um, and those capital allowances should be claimed by your accountant once they have the breakdown of what's been spent, and those should be fully claimed and expensed through as a capital allowance through the tax returns, and that can reduce your tax bill. Um, but certain things to consider is that you may be thinking, I'm gonna um kit out a new surgery. Well, it's important to time this right, and it's quite good to make sure that you time it towards the end of your tax year to make sure that you can reduce your tax bill down. So let's say your tax year is end of the 31st of March. You want to make sure that you get those invoices in and claimed and claimed in the March period before the year end, otherwise, it'll roll over to the following year. So timing plays a big deal here, okay? So maintaining those records is important. Um, and you can also look at what are the options better. Are they better to buy it or is it better to lease? Again, these things to be considered. So, as I said, capital assets um you can claim uh kind of relief up to 100% in the year of purchase. Um, and you can also get full expensing for certain new plant and machinery to accelerate relief. Um time your assets, maintain records, and the key thing is know when you buy it and also know when it's going to depreciate over what period it's gonna depreciate. Um, those are those are the key points to to really understand here. The other side of the coin is looking at the operational expenses. So making sure you actually claim for everything, and this is where I see so many people go wrong. They have um they don't get it bookkeeps, bad management, bad organization, they don't have a system in place. But these are the main expenses of a practice. So all your professional fees, your insurances, subscriptions, your credit card costs, your marketing costs, licenses, materials, lab costs, rent, utilities, supplies, phones, email, text, do you name it, software, everything should be going through the business. Okay. Um, but it has to be done in a way that you understand that certain things might not be um deductible, but most things are. So again, employer contribute, pension contributions, and national insurance, all these things must be going through. Now, if you don't have a system, you're not capturing all that information, you're gonna be missing out. So if you missed out a thousand pounds in expenses, um, you're gonna be paying more tax. So the key is to make sure all expenses are covered and uh accounted for and bookkeeped. Because if they're bookkeeped fully and properly, that's when you can then start seeing, okay, I know exactly what my financial position is and exactly know what my tax position will be as well. Um so as the optimization, make sure all expenses are claimed, even small recurring costs, even buying kind of milk through petty cash, that can be claimed. Use your home office and travel allowances where possible, and ultimately maintain proper records. So the way we do this for clients is we set them up with a financial system, we do the bookkeeping, we set up zero for them, we set up something called HubDoc, they scan their invoices, their receipts, everything into our system. We do the bookkeeping, making sure everything's captured, the income, but also all the expenses. And that's where then at the end of the month they can see their performance, how they're working, how then um how they're how they're doing as a person, but also seeing how much money they are making and also what the potential tax liability will be. In addition, um it's important to think about planning in advance. So if you think that you're going to be selling your business in 12 months' time, okay, or you're more than 12 months, or two years' time, it's important to plan well in advance. Don't leave it to too late, okay. Now I had a call with a client the other day, well, not a client, someone who was inquiring, they're selling their practice. And the big mistake they'd made is that they wanted didn't really they wanted to reduce their capital gains tax. It was a limited company, a husband and wife team, but the big but is that they owned it as individuals, um, the company. Because if they'd had a holding company, all of those proceeds when they sell the company would have gone into the holding company and there would be no CGT, no capital gains tax. But since they've had to, since they own it themselves, they're gonna have basic capital gains tax as soon as they sell the business. So this planning is imperative, and and this planning had some of these things that that in particular that rule, you need to have held the holding company, needs to have held a subsidiary company for over 12 months for that to be valid. You can't just open a say, I'm selling now, I just want to put a company in place and do it. It won't be allowed. You need HMRC clearance, you need all the different clearances, and then planned properly. So it's so important to plan these things well in advance, um, a few years in advance, and talk to us to help you kind of think, okay, is this the right situation for me? What's the optimum structure based on the current tax rules? Um, and do that. Um, in addition, as we said earlier, review expenditure before year end to identify opportunities for additional reliefs or expenses or allowances. Keep all documentation, even mileage logs. Okay, if you're traveling from your home to a lab or going to a course or whatever, that is deductible. Okay. Um, home to office is never is, but being pro uh it's it's so important to have a proactive approach to expense management. Um, that will ultimately make sure you're claiming everything, absolutely everything. Um, the kind of the other bit here is forward planning is essential to ensure that your practice remains tax on the strategic rates for scale for scale. So, as I said earlier, this alludes to the bit I was talking to earlier. If you if you're planning to sell in the next few years, you need to make sure that you've got everything um kind of covered, okay. Um in terms of all the all the taxes are um what's the word? My mind's gone blank here, but all all the taxes are um planned in advance. So you know that what your capital gains tax situation will be when you're gonna sell your business, okay? Um, you need to you know if there's any business disposal asset disposal relief that's gonna apply or not, if you claimed any relief is reliefs. Are there any losses that you've carrying forward from capital losses that you've had previously that you can offset against any gains as well? In addition, um using your pension contributions. So it's important before the year end every year to see if I use all my pension contributions or not, and could I use that to offset my or lower my tax bill if I made a big contribution and a lump sum to my pension? These things have to be planned. So it's not just a matter of accountants working, but also this is hand in hand with IFA. So that's why it's very important to be working with an IFA that can also do that as well. Um, I hope that makes sense. Um, so kind of touched this on here either really already. Um business asset disposal relief. Um, you've got to make sure you have a clear record and maintain clear ownership structures to facilitate a smooth sale. That's obvious, okay? Um, plan for transferring ownership to family members. So, yeah, you could retire or you could pass it on to other family members. That's when potentially inheritance tax could come into place. Um, and that's another tax that I won't talk about today. I'm not gonna dwell on that. I'm just talking about the very other common taxes we're talking about here today. Another idea is you sell your business to an employer, employee e-ownership trust where your employees take over. Again, that can be tax-free if done properly. Um, and when you're buying or acquiring or merging with other um practices, you also need to think about the structure. Okay, how am I going to organize it? What's the tax structure? What are the things I need to think about? So there's lots of things to think about when you're doing all these things. Um, let me I've got a couple of questions which I will go through, okay, in a minute. So bear bear with me, I'll come to those questions in a minute. Um, so when you're expansion planning, if you're setting up new ventures, consider separate Lego entities, as I said, for each operation, for each um for each practice. Um, use group structures. Um, the beauty of also that separate companies is you can raise funds for each company, so you get a loan for each subsidiary company, or you can put money into each of these subsidiary companies. Um, but also always plan your capital expenditure so you know that um you're utilizing the allowance each year, so you can claim that 100% annual investment, 100% annual investment allowance each year, which again reduces your tax liability. Um one point I would always stress here that I've over the years I've been doing this game for the last 20 odd years. I have so many dentists always ask, think about oh, I can claim the VAT back, or when you're buying a practice, or when you're when you're buying equipment for a practice. Honestly, that's just no, okay. Um, it's a it's a it's wrong, it's it's not right, and when if anyone tells you they can do that, they're incorrect, okay? And you'll only have the HMRC knocking on your door eventually, asking for that money back with penalties, tax, and um and other headaches you don't want. Um so key conclusion today, I as I said it's only 30 minutes today. Optimizing your practice tack is about choosing the right structure long term, okay. And that's the key thing. Get plan it in advance, talk to people like me, talk to my team, talk to an IFA, get it all structured out. Um, it's too many people think short term, well, how can I reduce my tax today? That's not the solution. You need to think longer term. What are you trying to do? It's this is all about wealth management. How are you gonna plan your wealth for the long term? So if you're not already contributing to a pension, you should be, okay, if you're gonna reduce your liabilities within your company. But in addition, there are other things you should be doing outside of just this side of things. You should be making sure you contribute to your ICEs, use all your ISA allowances each year. For you, your spouse, your children. Children have junior ISA allowances as well. Use those up to 9,000 pounds a year. In addition, um, for me, I have my kids, some of the ones at university, I still contribute to his ISA because again, that that's his future funds, okay, for him. One day he'll need it, uh, maybe to buy a house or something. So these are kind of real simple points, but more very important points. Is that the the bottom line, the the bottom, the most important thing to save tax is to plan from the outset long term, make sure you're you've got good record keeping, you're doing the books, everything's organized, so you know your position. And more importantly, now from next year, April 2026, you might have seen a webinar we did last week with me and Natasha. Is that making tax digital is coming for sole trader businesses up to £50,000? And what getting income over £50,000? What that means is every quarter you're gonna have to do a return. Every quarter is a return, and then a final return at the end of the year. So that's five returns in a year. So you will know your tax liability. So you need to make sure you have this in place. This is only for income tax, but you need to understand. And you have these processes in place. So you need to if and if you hadn't had that conversation with people like us, you're never gonna know. So we've got a couple of questions here. So SAS, can you touch on that? Honestly, I'm no expert in SAS, but I assume they're kind of similar to SIPs. Those are things that typically an IFA would work with. Um, but again, a contribution to a SAS, I'm pretty sure, can be um a tax deduction and can be very tax beneficial to you. Um, in terms of if you take out all the practice profits from the business because you need them for a living, then there are any tax amount of the living company versus on yes and no, okay. I think everything has to be looked at on a case-by-case basis. Um the bottom line um is yes, you have to um kind of plan it. I I would always say take if set the company up, you might be taking money for living expenses out, and then you will then refund um if you've got a director's loan, if you've taken too much money out, you can refund the company back afterwards. Okay. Um, but from a tax point of view, the limited company will probably be the lower taxes for you when you work everything out, work out all the calculations. Um excuse me. So it would be a good idea to do that. Um, so if I if I talk to a client now today, if someone's setting up a business today or buying a practice today, nine times out of ten, it'll be go down the company route because it gives you more flexibility, like the group structures, like the contributions to pensions, like the um uh kind of if you have multiple companies, you can offset losses against profits, you can have a holding company, like when you sell the business, you can um not pay CGT if it's if the sale was going to a holding company, so it gives you more flexibility. Is it right for everyone? No, it's not, but I think you have to take professional advice to to do that. So I've actually been talking to 32 minutes, so straight out. I'm sorry if I've done that. So there's a couple of questions here. There is a uh you missed last week is a recording, I guess. There is, I'm gonna share with you a second a few links actually. Uh let me just get the right thing for you. This is a link to the webinar I did with Natasha last week. It's on this page all about making tax digital, and that's got a whole bunch of videos. Um so okay, for that. There's a question here, another can a holding company be abroad somewhere where there is no personal tax like UAE? Yes, a holding company can be overseas, okay, but the substance is that you still you are still here, so you'll still be sub um subject to UK tax at some point. Again, this is a complex area, and I'm not gonna give advice on on a on a on a webinar like that. Uh, this needs thinking and planning to make it right, but we do have clients who've got holding companies overseas that does reduce their tax, but it has to be structured correctly for that. Um, a few other things to highlight to you is I'm just gonna change my settings. How do I do that again? Okay, I'm just gonna share. So hopefully you can see this now on our Samara events page, we've got some events coming up. The two the two things that I would highlight here, not the setting up and practice bootcamp, that's not relevant, but we have two two two kind of main things happening at the moment. We have um we have um have a look at these events afterwards, but you've got we have a free making tax digital event in London on the 13th of November, which is coming up soon. Um, it's all about making tax digital. This is going to fundamentally change how so many people manage their taxes. Um, so you need to be up to date with the software, you need to be up to date how to organize yourself. This is key, okay. This is starting from April 2026. And like that link I shared earlier a minute ago, there's a whole page on making tax digital. There's a video, a webinar I did last week with the BDO all about it. Make sure you are up to date with that. Honestly, if you don't get up to date and don't get organized, you're gonna have you're gonna have a real problem from April next year. So make sure you have that. And then also in February next year, um, we're holding an event called the Sumera Financial and Tax Bootcamp for Dental Practice Owners. So this is aimed at practice owners. It's a one-day affair in central London at the Institute of Chartered Accountants, and I'll just be talking about all the bits of important pieces that are really important for managing the finances of a practice, performance management, tax, um, pricing, um, bookkeeping, AI, all these things that have to happen for your practice. But so if you want to come to that, that there's a price for that one for 300 pounds. You can book a seat. Um, it's a very small event um to do that, okay. Um then the other thing I wanted to highlight was um is what did I want to highlight resources scenario center? I'll just do one more thing. So, as a firm of specialist accountants in the dental sector, and we've been doing it so many years, there's so much on this area. So, as you can see, this is on our learning center. We've got a whole section on dental accounting. Obviously, we've got other areas like buying, starting, sales, that type of thing. But uh, please do go look at the articles, they're always up to date on this. Um, and that can certainly help you as well. Okay, um, you can you can see that here, they're all there. All that there's a whole load of articles on buying, dental accounting, you name it, it's all there. Let me stop sharing that. Let me go back to the slides. So, in summary, I've been talking for 40 minutes, it's a very um basic outline today. I just wanted to get the point across is that that there are opportunities to save tax, okay, but it needs to be planned well in advance, okay. Um, it also needs to be looked on a case-by-case basis. I've been doing this for 20 odd years, working with so many dentists, um, all shapes and sizes, from individuals to groups to large groups. Um, it's it's not one size fits all. And uh, if you need help, definitely ping me an email, book a call with me or my team, and that one of my colleagues like Natasha. Uh, we'll be happy to help and uh share our thoughts and experience and uh help where we can. Um, there's not much we haven't seen. I would also urge you to avoid any anyone who's promoting any top tax scheme or anything like that. Honestly, don't even think about it. Um, too many risks, and 99% of the time they're cowboys, and um you'll end up losing money. Okay, so I've got to go and have my dinner now. Um, I hope everyone's uh had a good evening. Uh, watch out for our next webinar next week. There will be another webinar next week. We're doing one a week on various aspects for practice owners. If you check out, make sure you register for it on the events page um on our website. And uh I look forward to seeing you then. Okay, thank you.