Curious how analytical rigor applies to your practice?
The practices that get the most out of this kind of analysis are already running at scale — and are ready to use their data the way a business of their size should. Let's talk about yours.
Why a Finance Executive Works with Dental Practices
The analytical rigor of corporate finance, applied to your dental practice.
My Background
The Connection
Private Equity
Before Pareto, I spent my career in institutional finance — working across capital markets, portfolio management, and quantitative analysis. Every role demanded precision: the margin for error was thin, the capital at risk was large, and the decisions were always grounded in data.
Banc of America Securities
Investment Data Analyst, then Investment Banker — building the quantitative foundation
Merrill Lynch
Fixed Income Trader — responsible for generating the profit and loss on a $1 billion trading book
Boutique Investment Bank
Founded and built a trading desk from the ground up
Real Estate Investment Trust — Portfolio Manager
Sourced mortgage investments and managed a portfolio exceeding $1 billion
Mortgage Company — MSR Portfolio Manager
Responsible for modeling, hedging, and reporting on a mortgage servicing rights portfolio exceeding $20 billion
Finance Consultant
Consult with finance companies as a subject matter expert in capital markets and valuations
When I started working with dental practices, I noticed something striking: these were multi-million-dollar businesses — some with several providers, large support teams, and real operational complexity — making critical decisions based on gut instinct and vendor sales pitches. The data existed. Nobody was applying the analytical frameworks that could turn it into real business intelligence. That's the gap Pareto fills.
That's what Pareto does. We take the quantitative discipline that drives decisions in corporate finance and apply it to dental practice management. Not because dentistry needs to be more like Wall Street — but because practice owners who think like business owners make better decisions for their teams, their patients, and their growth.
The same frameworks that model mortgage risk can model your practice's growth trajectory. The same analytical rigor that evaluates a billion-dollar portfolio can evaluate whether that CBCT machine will pay for itself. The same discipline that tracks portfolio performance can track your production per chair hour, your case acceptance rates, and your schedule utilization.
The tools are different. The math is the same. And the results speak for themselves.
We look at your practice the way a private equity firm would — as an investor evaluating an asset. That's a perspective you don't always have the liberty to take from your 50-foot view, when you're inside the practice running it every day.
From the ground, you see patients, schedules, and payroll. An investor sees revenue predictability, provider productivity ratios, scalable systems, and EBITDA margin. Both views are real — but only one of them tells you what your practice is actually worth, and where the untapped value is sitting.
I've worked alongside private equity firms and understand exactly what they measure. Most practice owners have never been shown that lens. We change that — not because you're planning to sell, but because running your practice the way an investor would evaluate it makes you a better operator. Every dollar of value you leave on the table is a business decision you didn't know you were making.
The investor's view is the clearest one.
When you step out of the 50-foot view and look at your practice like an asset — measuring what actually drives value — you make better decisions, full stop. Whether a sale is ever on the table or not.