Dental demand arrives in bursts, at the exact hours the front desk is already on another line. We build the intake, recall and quality layer that catches it, inside the practice management system you already run.
Four gaps, all measurable, all invisible from inside the software because none of them create a record.
Dental calls do not arrive evenly. Monday morning and the hour after work carry a disproportionate share, and that is exactly when reception is checking someone in, taking payment and answering line two. The caller in pain does not leave a message. They call the next practice.
Hygiene intervals are the most predictable revenue in dentistry and the most casually managed. A patient due at six months slips to nine, then to fourteen, then stops being a patient at all. Nothing in the software raises a hand, because raising a hand was somebody's memory rather than a process.
The patient said yes. The plan is in the system. It was never scheduled, and there is no owner and no follow-up date. In most practices this is the single largest pool of already-won revenue sitting untouched, and it is worked only when someone has a slow afternoon.
A late cancellation at 11:00 leaves an hour that could have been filled from a waiting list nobody has time to phone through. Utilization is discussed monthly and lost daily.
Four systems on one shared integration. Most practices start with intake or recall and add the others once the first is measured.
Answers calls and messages during peaks and outside staffed hours. Distinguishes new patients from existing ones, captures the reason for contact, triages urgency against rules the practice defines, and books against the real calendar where the system allows it. Every contact leaves a structured record, so the calls you used to lose become countable for the first time.
Holds the expected return interval per patient and per treatment rather than one blanket rule, and reaches out before the interval is badly overdue. Lapsed patients are separated from patients who simply moved away, so outreach goes where it can still work.
Pulls accepted but unscheduled treatment out of the software, ranks it by value and clinical urgency, and works it as a queue with real contact attempts and recorded outcomes. This is usually the fastest measurable return of the four.
Reviews recorded calls to find the recurring point where bookings die, and puts appointment history, call volume and cancellation behaviour side by side to report chair utilization by hour and by clinician.
These share one integration and one data layer, which is why adding the second system costs far less than the first.
We do not ask a practice to change software. The interface it exposes decides the depth of the work.
Availability is read and appointments are written back. The agent books, reschedules and cancels directly. First production workflow usually in two to six weeks.
Availability can be read but bookings cannot be created, or only some record types are exposed. The agent does everything permitted and hands the last step to a person with the full context already captured.
No usable interface. The agent answers, triages and prepares the record; booking stays manual. We tell you before quoting when the gain does not justify the build.
Triage thresholds, what counts as an emergency, what the agent may never answer. These are set by the practice and written down before launch, not learned by the model from transcripts.
Against your own numbers, never an industry average.
Answer rate, booking rate from inbound calls, recall compliance, treatment plan start rate and chair utilization are recorded before anything answers a call.
A share of contacts the system never touches, so seasonality is not reported as impact. Where volume is too low for that to mean anything, another comparison design is agreed before launch.
Recovered calls, recalls returned, treatment plans started, hours filled. In a document you can hand to a partner without translation.
Movement we cannot attribute. If a marketing campaign ran in the same window, that goes in the report instead of a percentage we cannot defend.
Answer five questions and the brief writes itself, or write to us directly. Either way you get an initial solution brief. A proposed architecture and a fixed quote follow a scoping call, once we have seen your systems.
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