Five Biggest Pitfalls in Building a Do-It-Yourself Office

By Garrett Ludwig As Seen in DentistryIQ (PennWell Publishing)

Consider for a moment that [technically] anyone with opposable thumbs and fine-motor  skills is capable of performing an amalgam restoration. Most people would affirm that  postulate. Case in point: As a designer, I attended Columbia University to learn the  fundamentals of four-handed dentistry in an effort to enhance my proficiency as a dental office design specialist. During that education I excavated a first molar on a mannequin for an MOD, then filled and deftly [opinion] carved the compound. I would expect that, with a
little practice, I could produce a restoration that would be visually and occlussaly perfect  However, without understanding human anatomy, physiology, disease pathology, and the proper treatment of carries, the patient would be at serious risk. Furthermore, the restoration would probably fail in the absence of prescribed technique. The same outcome can be expected when designing and building a dental office without professional guidance.It never ceases to amaze me that, dental processionals- who know and understand that there is no substitute for knowledge, experience and skill- frequently venture into such an extremely complex undertaking as dental office design with reckless abandon. The fact is that design is a “pay now or pay later” business. Invariably, those who are intent on saving money by foregoing professional
guidance ultimately pay substantially more throughout the life of their project, and reap a lesser return on their investment. Unfortunately, most don’t realize it until it’s too late, and they have to live with the result or pay exorbitant professional fees in an effort to salvage their investment.Amidst the minefield of cost-sensitive “time-bombs” that could readily have been circumvented or diffused by a trained professional, there are five that I have witnessed most frequently. I share them with the hope that this insight might avert a bad investment.

Pitfall # 1:
QUANTIFY BEFORE YOU QUALIFY: IT’S THE “MEASURE TWICE, CUT ONCE” APPROACH TO ESTABLISHING SPACIAL NEEDS.
Based on observation and personal experience, it is apparent to me that the process of evaluating thequantity of space needed to support the efficient function of a dental practice is at best challenging. In most cases, I have found that do-it-yourselfers forego or trivialize the pragmatic process of quantifying the cumulative needs for each area and function of the office. The following are common judgments and oversights that result in space insufficiency.

A. The two most common barometers that are used to establish square-footage needs are industry statistics and feedback from professional colleagues. Although both merit consideration, they are often misleading. With the former, “they” may pose the axiom that seating in the waiting area should be based on the quantity of treatment and hygiene rooms. To profess that unequivocally would create the assumption that a general dentist with a family practice would have the same needs as a generalist who concentrates on cosmetic care. Also, since no two practices are equipped, staffed and managed identically, the latter can be equally misleading when establishing the need for space.


B. Accommodation for practice growth is commonly overlooked or short-changed. For example, many choose to add one treatment room for an associate that may join the practice. However, few consider the fact that a single room would limit the production capacity for that individual, and would result in a diminished potential for that person’s growth. As a result, the opportunity for an associate to join the practice is less enticing to that individual.

C. Although most practitioners make reasonable, room-by-room calculations for space, I frequently hear the
statement, “We are currently working in a ‘1,200" square foot space. Therefore, ‘2,200' square feet should
suffice.”  Theoretically, that assumption seems plausible. However, many things must be acknowledged,
including changes in building regulations, ADA and HIPAA compliances, growth; as well as many of the
conditions referenced above. It is truly remarkable how quickly 1,000 square feet can be consumed by
“essentials”.

D. In addition to the insufficiencies that are often calculated for the respective areas within the confines of the suite,there are three areas that are consistently overlooked: storage, wall-thicknesses and passage space. Despite the fact that the most common complaint from dental personnel is that there isn’t enough storage space, it is the most frequently overlooked spacial accommodation.  The wall-thicknesses and passageway space consumption are visually more subtle. Yet they typically have an even greater impact when ignored. With regard to the passageways- the more complex the space the greater the need for passageway space. So, in most cases, if passageway space has been considered in the overall calculations, the likelihood is that an adequate amount of space has been allocated is slim. Additionally, the consideration that a partition is only four or five inches thick evokes the sense that very little space will be needed for those separations. The fact is that even a small suite may consume 100 to 200 square feet with partitions, alone.

E. Less is not more. I frequently encounter practitioners who base their selection of a space on the cost per-square-foot, rather than the potential for earned revenue; since they are allegedly “throwing the [rent] money away”. Theoretically the perception is that, by reducing overhead, the net revenue will increase. That’s another illusion that is slanted by unfounded statistics “The practice overhead should be....” Nothing could be further from the truth. Dentistry, like any other business will thrive on its enhanced capacity to generate revenue. In addition to heightening function, space creates a feeling of comfort and an image of success. That’s a point worthy of consideration when shopping at Saks or Nordstrom’s .... and CVS. Your perception of those businesses is likely to be the equivalent of your patient’s perception of your practice.

Pitfall # 2:
PROFESSIONAL GUIDANCE IS HIGHLY RECOMMENDED WHEN MAKING A LAND PURCHASE
All too often building sites are determined to be distinctly challenging and or impossible to develop after the
purchase has been made.. Although there are many more, the following are common considerations that are most often overlooked by an inexperienced investor. Point to ponder: I have witnessed many practitioners who have spent more time researching the purchase of an automobile than they did when investing in a land purchase.

A. Health care facilities require more parking than does general business. As a result, it is common to find that the intended size of the building has to be reduced to accommodate parking


B. In a similar context, zoning regulations require definitive building setbacks. Not only does this often impact the size of the building, but the placement of the building, as well. The vision of constructing a dynamic structure with great “curb appeal” can be quickly dashed when it is determined that the building must be located beyond the line-of-sight from the roadway as a result of building setbacks, laneways, screening, and the imposed limitations regarding the allowable amount of paved surface- to name a few.

C. Regardless of the longevity of an undisturbed parcel of land, a soil test should be considered. It is not
uncommon to determine that a site has a high water table,; thereby diminishing or complicating the
development of the site. Similarly, the site could have been used for dumping of incompatible materials or
hazardous waste before environmental records were kept. The remedies for such conditions can be very costly.

D. Clear view of the building aside, any marketing-savvy practitioner is going to want their signage to be highly visible. Although zoning regulations vary from town-to-town, almost all towns regulate the size, style and placement of signage; and typically define the size by square-footage. So, for example, if a two-sided sign is proposed, and the regulations stipulate a maximum square-footage of twelve feet, the likelihood is that you would only be allowed six square feet per side- or a sign measuring approximately two feet by three feet. When you consider borders and logos, there would be very little space left for text.

Pitfall # 3:
PROFESSIONAL GUIDANCE IS HIGHLY RECOMMENDED WHEN EVALUATING A LEASED SPACE FOR USE AS A DENTAL OFFICE**
The lack of review by a trained eye may result in the discovery of many physical encumbrances and restrictive, contractual covenants. The following are a few of those that I have encountered most frequently:

A. First and foremost the majority of property owners list the square-footage of a suite as “leaseable”, in
accordance with BOMA (Building Owners and Managers Association); that includes one-half the thickness of  the perimeter walls. This is frequently confused by the lessee as “useable” space.  Depending on the overall  size of the space and the thickness of the perimeter walls, the “useable” space could measure a few hundred square feet less than the quantity proposed.  That calculation grows with a flush-glazed “curtain wall”; since measurements are often made to the glass surface on exterior walls. Flush-glazing is as it sounds. The mitigating factor is that the “leaseable” measurement can increase by the remaining thickness of the exterior wall. We have encountered walls as thick as 24".

B. The area inside the perimeter space may be further compromised by the existence of utility chases, elevator hoistways, roof drains, structural members, roof access ladder, low ceilings, etc.. It may also be necessary to provide space for a water heater, dental utilities and mechanical system storage (HVAC) within the suite. Each of these represents an additional loss in useable space.

C. The useable space may be further diminished by the need for an internal vestibule (or airlock) to protect the waiting area from harsh weather in a facility that has direct access to the exterior. Not only will the vestibule encroach on the useable space, it will also impact the use of the space from the standpoint of functional design.


D. Signage is often limited in a leased space; particularly in professional office buildings, as well as some retail facilities. This isn’t necessarily a “deal breaker”, since some locations are, in and of themselves, distinctive landmarks, and are identifiable and easily accessed. However, visibility and accessibility must be considered as components of the practice marketing program; regardless of the location.

Pitfall # 4:
IF THE “DO-IT-YOURSELF” APPROACH TRULY SAVES MONEY AND PRODUCES  A QUALITY PRODUCT, ONE WOULD ASSUME THAT ENDODONTISTS, PERIODONTISTS AND ORAL SURGEONS WOULD BE SERVING A VERY SMALL PATIENT POPULATION.
When it comes to construction, I consider myself to be an inveterate “do-it-yourselfer”; having worked in the building trades for most of my life. Globally, I would comfortably state that I have completed most tasks successfully. However, I have also experienced the need to call in a professional when an unexpected problem arose. In each of those cases it became apparent that, had I engaged the services of these skilled individuals from the beginning, the “dilemma” would not have arisen or would have been readily addressed at a modest cost and in full compliance with building regulations. Most importantly, I would have saved my valuable time to generate revenue in my area of expertise. The perception of cost savings by eliminating a general contractor, construction manager, project manager or superintendent is truly illusionary. In short, a dentist in a restorative practice can generate far more revenue per hour than it would cost to hire the necessary personnel to perform their respective tasks- and those persons know the complexities of the building trades as well as the practitioner knows dentistry. Therefore, if logic prevails, it makes
perfect sense to delegate the responsibilities of design, development and supervision to those who are qualified to provide those services.

A. Bid proposals and construction contracts are a challenge for all of us who work in the field. Beyond the primary considerations of cost, time-frame of completion and the inclusiveness of all trades and services, there are many more subtle factors that will impact our recommendations. To assume that decision-making process in the absence of an inherent knowledge of the construction industry is, in my opinion, financial suicide.

B. I spend a great deal of time each day on the telephone and computer (emails, faxes, transmittals) managing each project. Whether it’s a matter of value-engineering, discovery of a field condition or third-party coordination of services there is an on-going stream of project management activity that must be addressed expediently and must be thoroughly documented- just like dentistry. For a practicing dentist to respond in a timely manner is challenging, at best. Documentation of any sort is even less likely to take place. In the mean time, the “clock is ticking” and you can bet that the contractor has documented the communication; particularly if it involves a change-order that may create an added cost.

C. If one were to assume, hypothetically, that all inquiries were simple and required a brief response, the process would still be challenging. The fact is that many of these inquiries necessitate some level of research. That effort demands three things: the time to perform the task; the knowledge of where to look for the comparative data and knowledge to differentiate the risks and benefits of each.


Pitfall # 5:
FORM, FUNCTION AND FLOW ARE MORE THAN JUST “BUZZ WORDS” FOR DESIGN. THEY EQUATE TO THE ENHANCEMENT OF PROFESSIONAL IMAGE, EFFICIENCY, PRODUCTIVITY AND, ULTIMATELY, PROFITABILITY.
Convenience, comfort, atmosphere and image are all amenities that we seek when selecting a restaurant or
automobile. Let’s be honest, that a fully-equipped Camry would probably suffice as better-than-adequate
transportation. However, for a “modest” difference in cost, the C-Class Mercedes (or better) seems to lead the pack with professionals. In the same context, you can’t find a better meal than one prepared at Momma’s Diner. Nevertheless, the starched white table cloths, impeccable service and great ambiance is
what inspires long lines at Le Dîneur de Maman.  And, of course, as a preferred patron, the words, “Dr. Jones. You’re table is ready.” allow you to whisk past the masses who wait patiently to be acknowledged. Even an average meal tastes better when it is served by attentive personnel in a warm and relaxing environment.The fact is that, if there is any group of people that deserves to be treated to the very amenities that we all seek when selecting a provider of superior services, it is your patients. Since it is superior service that you are offering, preferential treatment is truly in order for those who have selected you as their dental professional.With that thought in mind, consider a distinctly tangible example of the “service” philosophy as it equates to investment: Assuming that you are considering offering refreshments to your patients, you might weigh the image presented by a Poland Springs bubbler to that of an attractive cabinet and counter that houses an in-line filter/chiller/water heater. They each provide filtered hot and cold water. However the latter is dispensed by a stainless spigot into a glass bowl. As a “consumer” which would you prefer? An unattractive, commercial-looking plastic dispenser or a classy looking refreshment center. Of course the classy system would win hands-down. So, why do I see so many commercial dispensers in dental offices? Clearly it is expense. So, let’s compare costs.  The Poland Springs dispenser will cost a minimum of $35 each month. Over a five-year period, the out-of-pocket expense would be $2,100. That does not include the valuable and costly storage space that the bottles consume (or clutter) or the labor involved to change the five-gallon (40 pound) jugs. On the other hand, the one-time cost for the built-in system might be $1800. That would include: cabinet; counter; bowl; spigot; water heater; water chiller, water filter and drain. The labor consists of re-stocking cups and an annual $20 filter change. Comfort, convenience and enhanced aesthetics- all for a lesser cost. Imagine that?!As is the case with the refreshment center, the value of each element in the overall investment in an new physical plant typically outweighs the costs associated with the inclusion of the respective design efficiencies. I have included a few other areas that are often short-changed due to a mis-perception that the expense would exceed the value.

A. There is no question that efficient design reduces task-related labor. For example, consider the expense of the labor that’s involved to process a wet film or phosphor plate in comparison to the time it takes to process a digital x-ray. No contest! Distractions aside, the time expended and the cost associated with the former, account for an extraordinary and cumulative cost. Consider the fact that the investment in any adjunct that will enhance efficiency is worthy of consideration, since labor is a variable, on-going expense that increases on a periodic basis. So, whether it’s a clinical skill or administrative task, good design maximizes the functionality and productivity of each support staff member, as well as your bottom line.


B. The optimized juxtaposition of support services reduces job-related stress, increases efficiency and enhances revenue production. Consider the last time you attempted to do a home repair and had to retrieve the necessary parts at a Big Box retail outlet. By the time you have defined and located the parts, you are likely to have toured the entire 40,000 square foot facility, and are already exhausted from the stress of the venture before you even start the project.  If you equate that experience to your own services, it stands to reason that all support services be positioned in an ergonomic and logical sequence. Since most people are intellectually aware of the value associated with this effort, it amazes me how few invest the time and effort to maximize their efficiency. .

C. Although there are several means by which HIPAA compliance can be achieved, many practitioners overlook these critical measures when planning areas for private communication. Among the methods are: Separation of “public” space from “private” space by barrier (partition, door, glazing); Separation of “public” space from “private” space with space (extended distance between private and public areas); Maximization of acoustical surfaces (carpet, wall-coverings, ceiling tiles); Distortion or masking of communications (introduction of “white noise”, i.e. moving water, music, sound machine). HIPAA regulations may not be pro-actively enforced. However a complaint is likely to result in financial penalties, as well as daunting accommodations- after-the-fact.

D. Good design is also an instrument of “people management”. That’s essentially what professional designers domanage the movement of people within a space. Beyond operational functionality, the accommodation of
comfort and convenience makes a patient’s experience in a professional office pleasurable.
Consider the last time you dealt with a large corporation (insurance company) or municipal agency (motor
vehicle department). What should have been accomplished in five minutes, probably took an hour, and involved several people. It’s simply exhausting! To avoid this experience in your own office, it is essential that the work environment be planned pragmatically to assure the effortless administration of patient services.  In addition to the fluid transition that the patient experiences moving from greeting to treatment to departure, they also are comforted by witnessing that same synergy in your office operations. These accommodations are certain to project an image of professionalism and will assuredly produce tangible results. Again, most people understand the tenets of this theory. Those who apply it benefit by it. Those who don’t suffer the consequences of it. Unfortunately, I have witnessed enough of the latter to make this issue noteworthy.

** Above and beyond the physical and developmental concerns, the language and terms of a lease can be
truly significant. However, they are commonly negotiable. The fee to have a lease reviewed and
negotiated by a specialist, whose sole responsibility is lease negotiation, is truly worth the investment.
Garrett Ludwig founded Diversified Design Technologies Inc. in 1971. The company has specialized in the design and construction of private-practice, health-care facilities since 1975. During that time, he has designed more than 300,000 square feet of professional office space. He has a U.S. patent on his emergency services “crash cart” design. Ludwig has shared his experience in dental office design in numerous trade publications, and continues to lecture on the subject throughout the United States. He can be reached at (800) 622-5563 and garrett@designrx.biz. Visit his Web site at www.profitbydesign.us.

Three Million Dollar Woman

Sharon Trahan, D.M.D. is not bionically engineered nor has she been genetically enhanced by the infusion of artificial intelligence. She is simply a woman who has, amidst her own career and personal developments, acquired a keen business sense. This deft confluence of vocational achievement and business acumen has positioned her for unprecedented success and prosperity. In the paragraphs that follow I have cited several of- what I believe to be- key elements of business, and how she has applied them.

Notwithstanding, this article is focused on Dr. Trahan as a woman dentist and senior partner in a practice, which she purchased and revitalized. From a personal perspective, she also became our primary contact during the development of the new physical plant; whereby I garnered the most visceral insight to her remarkable intuition. For those reasons her partner, Donald Pierce, D.D.S. will receive less direct recognition for many of the accolades that follow. However, it should be acknowledged that theirs is a highly functional and interdependent professional partnership and Dr. Pierce is equally deserving of recognition for his synergistic and congruent role in the success of a practice which has emanated from their profound due diligence.

My association with Dr. Trahan began in March of 2001, when my business associate, and I were hired to design a facility for Dental Associates- a burgeoning family dental practice in Attleboro, Massachusetts. It is important to note that, in an effort to assess the needs of a practice, we provide a rudimentary check list of needs; the answers to which aid in establishing sizes and quantities of space, as well as the general short and long-term goals of the practice. However, since many responses to that practice data survey read like an ad in a personal column, I have learned that attentive observation is the key to discerning the core objectives and the client’s commitment to bring those aspirations to fruition. It was evident from the very beginning that Sharon Trahan was a woman who said what she meant and meant what she said. I can honestly say that she is one of the most focused businesspersons I have ever encountered- while remaining socially conscious and genuinely congenial.

Although I will cite many other more distinctive examples of her adroitness, I have been most impressed with the more subtle endorsements that I observed. When she expressed her appreciation for her dedicated staff, as most do, it was brought to my attention that she actually made the effort to negotiate the lease of space in the basement of an adjacent multi-family home to afford her deserving staff a refuge from their respective office duties. The basement had been used as a staff lounge by founding dentist, Dr. Gerry Rosenthal, who owned the property at that time. When the house was sold to a private party, subsequent to Dr. Rosenthal’s passing, Sharon tactfully facilitated an agreement to lease the space for continued occupancy as a staff lounge. What is particularly distinctive about that effort is that most of the same staff have remained with the practice and are now enjoying an abundant lounge replete with kitchen, private lavatory and changing area. This is, of course, is a small factor in the overall appreciation that she fosters. But the message remains the same- A happy staff stays and the staggering alternative induces the need to advertise for, train and acclimate patients to new staff members and is dauntingly costly and non-productive. Although her efforts are profoundly sincere, this is business savvy at it’s best.

Interestingly, these expressions of appreciation would never surface without earned effort. Therefore the opportunity for achievement must first be established. That can only be created by the discriminating delegation of responsibility, which, in turn, can only be achieved with an absence of ego and an instinctual and unwavering trust. Sharon Trahan has effectively combined those characteristics with her exceptional ability to attract and select people who mirror her own dedication to the respective tasks at hand. Besides her discerning decision to single-out Don Pierce as her partner in clinical practice, the most visible and notable examples of her extension of her own manner was through her retention of Dr. Rosenthal’s former chairside assistant Dale Koehler, and office administrator, Lynn Robinson. Besides being extremely personable and charming, Dale is, as Sharon states- “... the glue that keeps the clinical practice together.” Having been with the practice since 1984, she brings a wealth of knowledge about the evolution of the practice and has been instrumental in the effective assimilation of clinical innovations and new technologies; not to mention the symbiotic and seamless integration of the growing clinical staff. In Sharon’s words, “I feel extremely fortunate to have her on my team and working without her would not feel right.”

Lynn, who joined the practice in 1992, is a diminutive dynamo who brings energy and vitality to the practice with an unmistakably sincere warmth and personality. However, she is also tactfully tenacious when the need arises. If there’s a job to do, she gets it done, with the authority that was imparted to her by Dr. Trahan- there’s no room for micro-management. Therefore, if that includes diplomatically but assertively righting an injustice, she gets the job done with authority. Essentially, she’s a mirror of Sharon Trahan’s discriminating and measured approach to effective people management. So, for starters, Sharon has mastered a few of the most vital skills of business administration: She’s insightful, trusting, delegates well and demonstrates appreciation for those in whom she has entrusted a responsibility. I speak, first-hand by observation as well as through personal experience, in my role as a design professional. Clearly, our best work has evolved in an environment of trust, with an open line of communication. Intrinsically, Sharon knew this, made her goals understood, and allowed us the liberty to create what she envisioned. Besides understanding the precepts associated with the delegation of responsibility, she also knows that her time is better spent doing what she knows and loves- dentistry. Professional passion aside, she also recognizes the value of “chair time” in contrast to performing a non-revenue-producing task or to intervene unnecessarily with responsibilities that she has assigned to others. Now, let me see- was her appellation, “D.M.D.” or “M.B.A.”?

So, how did Sharon Trahan earn my esteem as businesswoman extraordinaire? Philosophically most of us comprehend the tenets of good business and many of us apply them with some consistency. However, very few will hold to their convictions when the chips are down and the costs go up- particularly the latter.

If I may digress, I would like to share an experience that I had with a motivational speaker who offered a simple challenge: Place a $10 bill at the end of a 12" wide wooden plank that was supported on each end by 8" concrete blocks. The task was to simply walk across the plank, pick-up the bill and walk back. Not a single person balked at the challenge. The offer was then enhanced with a $1000 bill. However, the plank was proposed to be suspended end to end between two buildings six stories above the ground. There were no takers. The element of risk increased exponentially, and abruptly leveled the playing field. Theoretically, Sharon Trahan approaches business with an unfettered focus on the goal. She’s not reckless, and is intellectually aware of the risks. However, metaphorically, “If the board was an adequate means of conveyance to retrieve the $10 bill, it will work as well to seize the larger prize.”. We can all perform those low-risk tasks under ideal circumstances; particularly with a predetermined outcome. However it takes an unusual individual to maintain the same composure and unfaltering commitment when the equation is compromised by uncertainty intensified by risk or clouded by cost. These are the factors that separate the “talkers” from the “walkers. Sharon Trahan is clearly a “walker”.

Case-in-point: When we began the planning process to transform a former single-family home into professional office space for the rapidly-growing practice of Dental Associates, we familiarized ourselves with the needs and objectives of the proposed practice relocation. It became apparent that a portion of the cramped conditions in the existing space was self-imposed. Clearly, Dr. Trahan had purchased an aging practice in a physically encumbered, bi-level structure with limited parking and no room for growth. However, despite these conditions, she had hired cosmetic
dentist, Don Pierce, D.M.D. while retaining Lynn Robinson in her position as administrator. As a result, she and Don were each relegated to the use of one operative treatment room and resilient Lynn was confined to a ‘closet”, which she shared with multi-function phone, fax, scanner, copier, printer. Some would question the rationale of these decisions. However, in my mind, any true businessperson would deem this to be insightful decision-making, and another prototypical trademark of a true entrepreneur.

Certainly, Sharon could have generated a comfortable living working out of two rooms, hired a bookkeeper and remained status quo. After all, one must consider that the new salaries impacted the revenue stream, as well as diminished her own chair-side production. However she had greater aspirations- not the least of which was to create a facility that projected a professional image that reflected the high level of dental treatment and the “whole patient” philosophy of her patient’s dental health. In brief, she accepted the challenge of a short-term compromise in an effort to achieve a longterm goal. This is a huge key to her personal success as well as that of the practice itself. In any case, a property was selected for development, approximately one mile from the existing office. Our research determined that the site was abundantly sufficient to support the practice, as well as the required parking. We, therefore, immediately began the design process. I won’t wax on in detail; but after two years of design revisions requested by a myopic group of local bureaucrats who repeatedly “raised the bar”, following the review of each “appeasement” that was submitted, it was clearly time to walk away or engage in a potentially endless legal battle. Despite expending $12,000 on design fees and $4,000 on fees associated with the numerous public hearings, the decision was made to cut their losses and move on. Time and money had been spent and the clock was still ticking. Yet Sharon [and Don] never broke stride, and patiently and methodically spent the following months searching for another site that offered greater potential.

As the opportunity arose to develop a facility at the present location in Attleboro Falls [an affluent suburb of North Attleboro, Massachusetts], numerous gut-wrenching decisions had to be made; the greatest of which was the selection of the contractor to develop the site and construct the building. In short, there remained a $135,000 discrepancy between the low and high bidders. Again, Sharon’s business logic took over. She [and Don] opted for the higher fee simply for the reason that the contractor of choice had a proven track record of being on time, and had promised completion within nine months. The low bidder had proposed an eighteen-month period of development. Besides realizing a savings in interest from the lender, the hastened occupancy of the facility promised a greater potential to generate revenue. True to form, the projected increase in production and enhanced efficiency would prove to comfortably offset the cost differential. So, if I had to select one factor that sets Sharon Trahan apart from her peers and colleagues, it is her innate ability to assess a challenge, discern its positive and negative values and decisively and unwaveringly strategize its resolution.

Perhaps Kenny Rogers had Dr. Trahan’s methodology in mind when he wrote the lyrics espousing the benefit of, “...knowing when to hold ‘em and knowing went to fold ‘em...’ So, one year later in a new, stand-alone building, with the help of a new associate and two part-time specialists, Attleboro Falls Family Dentistry turned a profit and Sharon earned her “wings” as a reluctant and unassuming business prophet.

True to form, it is noteworthy that Sharon’s sagacious business sense transcends general enterprise. As a staunch advocate for continuing education, Sharon recently sought training with Joseph Carrick, D.D.S., a noted dental specialist from Houston, Texas. When she reviewed the time, travel and expense associated with attending his training session in Texas, she contacted Dr. Carrick and asked him to quote a fee to hold another session at her office in Attleboro Falls. She then weighed the costs and benefits, and engaged the specialist for a hands-on training session in her own office. Sometimes it pays to bring “the mountain to Mohammed”- another noted prophet.

The bulk of effort that Sharon puts forth is pointedly proactive, and that requires forethought and decisiveness. However, she wields as much power under circumstances in which she must be reactive. Above and beyond the hold-‘em / fold-‘em theory, there’s a point where one has to accept that there is a price to pay for everything- money, time, emotion, etc.. It’s simply a matter of refusing to allow these “obstacles” to stand in the way of your success. Above all else, Sharon has mastered the art of letting go.

If I may digress once more, I would like to share a story about a friend of mine- a self-made businessman- who by his fortieth birthday had earned a million dollars. As a dedicated family man he proudly shared his achievement with his mother-in-law; who was an accomplished businesswoman herself. She lovingly told him that; “You’re nothing until you owe a million dollars.” Although humored by the response, he appeared a little deflated by her audacity and obvious disregard for his achievement. I ran into him a few years later, as he was constructing a new building to house his evergrowing business. He beamed as he told me that he finally pleased his mother-in-law. He now owed over two million dollars. With sincere respect for Sharon Trahan’s business acuity I would like to close with a quote (author unknown) that epitomizes her demeanor, “Work like you don’t need the money, love like you’ve never been hurt and dance like you do when nobody’s watching:” .... all the way to the bank.

LinkedIn:  http://www.linkedin.com/in/garrettludwig