We visited the Central Dental Clinic chain and spoke with its founder, Yaroslav Kazo, about how a clinic owner can effectively build business processes and how Cliniccards can assist.
How was your clinic established? How did you develop the idea, and how did the process go from idea to realization?
The Central Dental Clinic brand was established in 2020, right at the pandemic's peak. We started with a small Kyiv clinic featuring two offices in the Obolon district. On February 24, 2022, during a particularly challenging time for the entire country, my team and I relocated to Lviv in search of new opportunities. There was a high demand for dental services, as many people had moved to the West. As a result, we opened a clinic in Lviv.
In May 2024, we came back to Kyiv, and I had the idea to scale our operations further. I thought, “Why stop now?” The structure we had created emphasized comprehensive treatment and a holistic approach, which made it easy for us to expand. Now, we successfully operate in both cities.
How did you manage to implement everything so quickly?
Thanks to the community. We had a good understanding of whom to contact and what to ask. Over two years in Lviv, we successfully scaled from two to four offices.
Regarding the clinic in the center of Kyiv, it’s a two-story building with 400 square meters and five offices, but we didn't plan it that way initially. We started with 250 square meters, anticipating three to four working rooms and a lot of space, including meeting rooms. According to our concept, almost every office has its own area where the patient can relax and where we can have discussions privately.
However, while we were implementing the project on paper and had even started building the walls, I was offered the opportunity to take the lower floor of 150 square meters. I thought about it for a day and decided to go for it! This came as a shock to my father-in-law, who was in charge of the construction. He said, “I've already ordered ventilation for this project, and the walls are already up!” I responded, “So what if the walls are standing? We can just demolish them!”
We completely redesigned the project, and now we are very pleased that we have an entire additional floor dedicated to employees, along with a bomb shelter.
Did you come up with the idea for the clinic and the plan to scale it before the war, or did the war inspire that decision?
Scaling is a core aspect of my philosophy. I believe I have an entrepreneurial mindset, and I'm not one to remain stagnant. Once I achieve a certain outcome, I feel the need to move forward. I'm always on the lookout for new incentives, pushing myself to operate within a structured framework and stepping beyond my comfort zone, as this is how growth occurs.
I previously worked on a joint project with my brother, Ihor. After we went our separate ways, I began developing my project independently. This involved two years focused on stabilizing and scaling within my organization. It was essential to establish all business processes, track performance metrics, and address operational challenges. Once everything was in place, I began expanding further, marking just the beginning of this journey.
Development is ongoing because I have a clear understanding and no fear of the process. Pursuing growth, making significant investments, and scaling operations can be risky at any time, especially now. However, I’m not concerned. I have confidence in my team, and I believe that every challenge we face will transform into tasks that need to be addressed, ultimately leading to positive outcomes.
The eternal question is: how much are you an entrepreneur and how much a doctor?
First of all, being a doctor is for life. But now I am 90% entrepreneur and 10% doctor performing about one or two totals a month.
We have a strong organizational structure for managing my clinics. A chief doctor leads the medical side, while I focus primarily on marketing and branding alongside our marketing director. I still play an active role in innovations, important discussions, and strategic planning.
Our clinic operates on a well-defined concept: patients visit for a comprehensive consultation and diagnosis, which unfolds in two stages. The first stage involves getting to know the patient and gathering diagnostic information. Following this, my team and I develop one or two treatment plans. During the second visit (either in the dentist's office or in a meeting room at the clinic) we present and discuss the treatment options with the patient. Once the patient agrees to the chosen treatment, I hand over responsibility to the head doctor and the clinic supervisor.
One of the most challenging aspects of delegation was managing consultations, as patients typically sought my expertise directly. Building the clinic's brand to attract patients is a significant focus for us, and we are continually working on this. Patients need to understand why the head doctor does not perform hygiene services or treat root canals: other specialists handle these procedures, each a professional in their field. This clarity allows for easier delegation. To facilitate this process, we have established effective communication with patients and created clear standards and protocols, and now our head doctor achieves excellent conversion rates. Whether a patient sees me or Roman, they can expect the same high-quality services.
So now you are a visionary in the clinic, choosing the direction and setting the pace?
I take on the dual roles of clinic owner and business manager. The owner determines who needs to perform which tasks and when, while the director, chief physician, and management team focus on how those tasks should be executed. It’s important for the manager not to get bogged down in the minutiae of the clinic's operations, assuming everything is running smoothly.
To ensure success, it’s essential to build a team of capable individuals who can take on responsibilities and solve a variety of problems. Regarding personnel, maintaining a robust network is crucial. Attending conferences and meetings, engaging with others, and making connections can be invaluable – you never know when you might need someone’s assistance.
You shoot a lot of content, how many people are involved?
We produce a lot of content on a nearly daily basis for platforms like Instagram and TikTok, as well as for educational videos aimed at patients and various courses. Our setup includes all the necessary video equipment. We employ a marketing director who also acts as a targeting specialist, along with a video editor, a cameraman, and a social media manager.
We have also built specific sales funnels, because our clinic provides services only for complex treatment and, accordingly, the average check is quite high. That's why traditional advertising methods, such as offering discounts or promotions, aren't effective for us. However, this approach may work for other dental practices with different focuses. Instead, we prioritize attracting potential patients to our social media pages and warm them up there. We also implement retargeting strategies.
Our surveys reveal that patients often follow us for an extended period—ranging from four months to several years—before deciding to buy our services. While this may seem like a long cycle, it underscores the importance for dentists to build their online reputation, as it ultimately leads to more referrals and recommendations.
So, the word of mouth is working, but now it needs to be tweaked with more modern methods?
Absolutely. Having a well-designed website or webpage is essential, especially when someone has been recommended to you. It allows potential patients to find you easily and make a positive first impression. Many of our patients chose our clinic over others primarily due to our online presence. They appreciated the way I presented information in my videos and understood our core principles (as our research shows).
It is very important how a person feels emotionally in your clinic, whether they trust you. Emotional comfort is crucial for patients in a clinic. They often cannot evaluate the quality of a doctor's treatment (like how well a canal was treated), but they can assess whether they felt comfortable and trusted the clinic. This is where Cliniccards becomes valuable. For instance, we had a patient who enjoyed a particular ice cream flavor after her appointments. Our administrators noted this in Cliniccards and made sure to have that ice cream available for her visits. Thanks to Cliniccards, we made her experience even more pleasant.
As a patient, I would like to ask: how do you manage patient expectations?
There are fundamental expectations that patients have. Everyone wants to be seen on time, informed about their treatment, and aware of how long it will take and how busy the clinic is. Patients expect doctors and the care team to be well-informed about their situation. We have a system in place where, when a patient arrives, the doctor is already familiar with their background.
In our Cliniccards, we document everything: the treatments performed, the patient's preferences, any specific details like which radio waves they prefer, and even what type of music they enjoy. If a patient likes to watch certain shows, we make that happen – it's all about making them feel cared for. Before we address the medical needs, we prioritize understanding the patient on a personal level.
It's evident from the outside that the processes in your clinic are well-structured, and everyone performs their roles competently. As the owner, have you fully delegated processes, such as communicating with employees or gathering their feedback, to the head of the clinic?
Yes, I only communicate with three people: the CEO, the chief medical officer, and the marketing director. Each of them already has a team.
The typical business structure that is commonly taught resembles this: at the top is the director, followed by top management and personal assistants. Each top manager oversees their respective department, such as marketing, technical, financial, and so on. This situation raises the question: where will you find enough people to fill all these roles? I have also worked in such a traditional system, which is why we have chosen to implement a completely different approach now – one that is structured in reverse.
What is the most important indicator of any business? It is profitability, specifically net profit. So, what affects net profit? Simply put, it depends on how much money comes in and how much is spent. Next, let's consider what influences your revenue. This largely depends on how many treatment plans are sold and the average value of those plans. For example, you could sell 10 treatment plans for $1,000 each, or 5 for $5,000 each. Let's break down the factors that influence the number of sold treatment plans. First, we look at the number of consultations. What influences the number of consultations? It's affected by the number of appeals and applications. Next, we consider what drives requests for consultations. This is influenced by the quality of our paid targeted advertising, our referral program, the number of recommendations we receive, and our popularity on Instagram. Finally, what affects our popularity on Instagram? This is primarily related to our social media management (SMM), which relies on the expertise of a specialist. At some point, we encounter an indicator that can no longer be broken down into smaller components. At this stage, we hire a specialist to focus on that specific indicator. We then outline all business processes, detailing our perspective on what we monitor daily, including a list of subscribers, requests, and comments. This approach allows us to provide a comprehensive overview of everything.
We identify the micro-indicators that collectively influence net profit, selecting specialists who work directly to enhance each indicator. These specialists then choose managers to carry out the work.
For instance, when discussing the quality of dental services, the head doctor may not see patients, but they should ensure that the entire team functions effectively.
Not every specialist requires an exceptional boss. A manager can effectively supervise 7 to 10 individuals each day, dedicating about an hour to each person. This approach ensures that the division operates efficiently and that all business processes are carried out effectively, ultimately leading to improved performance indicators.
In our clinic, everyone is aware of their responsibilities. There is a clear hierarchy and structure, so everyone follows their respective protocols. This system allows for effective scalability.
Do you think it makes sense to focus on clinic equipment to promote yourself as a specialist?
I believe it’s essential to promote yourself not just through your equipment, but by focusing on your approach. This means explaining various treatment methods and processes, detailing how your treatments are conducted, what results can be achieved, and how the overall treatment experience is structured in terms of service, communication, and organization. And yes, we do have first-class equipment, but that’s just a minor point in comparison.
I've heard that you have a brother :) Could you share why you and he decided to part ways as business partners? Also, how many Kazo dentists are there worldwide?
My sister recently graduated as a dentist, so I know four Kazio dentists: my father, my older brother Igor, myself, and my younger sister. We already have a dental dynasty in the second generation!
And why did we part ways with Igor? Because we believe that two units are better than one. We both have different but very cool clinics and completely different business structures, and that's cool! We are both leaders by nature, and it was difficult for us together. Therefore, everyone went in his direction.
I am truly proud of Igor; he has a fantastic project and a strong vision. However, I want to approach things a bit differently. If I make mistakes, I prefer to learn from them on my own and take full responsibility. To me, a brother is far more important than a partner. That’s why we support, love, appreciate, and help each other.
What are the main reports you rely on regularly as a manager?
I believe I was one of the first to adopt Cliniccards, and I honestly cannot imagine my work without it. This isn't flattery; it's a fact. We utilize every feature in the program and even share our suggestions for improvement.
All organizational issues are crucial, including scheduling, finances, patient records, treatment plans created and implemented, reporting at each stage, recording agreements with patients, and monitoring implementation. We communicate about patients entirely through Cliniccards. The key indicators we monitor include the number of treatment plans sold, the average bill, the number of individual procedures performed, and any discounts given. Currently, we assess these indicators once a month, but we stay updated on them daily. Additionally, we hold a weekly meeting where we review each patient, tracking how many individuals have purchased a treatment plan, how many have suspended it, and the reasons behind these decisions. We also focus on those who declined treatment and brainstorm alternative options to offer them.
What options do you provide for patients who cannot afford the cost of treatment?
We strive to find solutions for these situations, such as offering to cover at least the initial mandatory stages of treatment or providing installment payment plans. Additionally, we ensure that reminders are set in Cliniccards for each patient's next step. Without a planned follow-up action, the chances of poor outcomes drastically increase.
As a person who has already successfully scaled up, what advice can you give to your colleagues on this path?
The most important thing is to believe in yourself and understand that there are no problems – only tasks that can be solved. I recommend that, in addition to improving their skills as doctors, individuals should also invest time in studying business, management, and marketing. Even if you don’t intend to open a clinic or a network of clinics, but rather work independently in your own office, having this knowledge will help you understand how everything operates and how to build effective business processes. This includes learning how to organize the work of an administrator or assistant so that the team supports you rather than burdening you with additional responsibilities.
Therefore, my first piece of advice is to study dental topics. It is crucial to develop as a specialist, maintain your brand or the brand of your clinic, and genuinely believe that everything will work out. Additionally, make sure to use Cliniccards, as this tool will effectively address your challenges. Once you have a clear understanding of what you want to achieve, it will be immensely helpful – without a doubt.
Lastly, let's not forget to support the Armed Forces of Ukraine! This is essential. Glory to Ukraine!
Watch the episode with this interview on our YouTube channel here.
