Dental clinics that adopt management models with standardized goals, indicators and processes generated R$2.2 billion in one year. The data reinforces a movement that is growing in the sector: technically qualified professionals have sought a business structure to increase margins, organize operations and reduce waste.

Ricardo Novack, managing partner of the ICOM Group, management and marketing for health clinics in Brazil, states that the main mistake many clinic owners make is relying solely on a busy schedule. “Having patients does not mean making a profit. There are clinics with a good volume of services that operate at their limit due to lack of financial control, low commercial conversion and lack of clear processes”, he says.

More competition, more management demands

The warning comes at a time of greater competition in private healthcare. Brazil reached 52.1 million beneficiaries in medical and hospital plans in March 2025, according to the National Supplementary Health Agency (ANS), maintaining the highest level in the recent series. In practice, this increases patient demands, increases the competition for attention and pressures clinics to operate more efficiently.

Within the analyzed base, clinics structured record average annual revenue of R$325 thousand, average service ticket of R$9 thousand and sales ticket close to R$5,500. According to Ricardo Novack, the result usually comes less from isolated actions and more from the sum of prepared reception, monitoring of indicators, data-driven marketing and an organized financial routine.

“Many healthcare entrepreneurs still make decisions on the spur of the moment. They don’t monitor attendance rates, default rates, origin of patients or profitability per service. Without this, growth becomes luck”, he states.

Another critical point is the patient’s journey. From the first contact to the post-consultation, clinics with defined flows tend to reduce commercial losses. Response time, schedule confirmation, budget clarity and follow-up directly influence conversion. “The patient buys trust before buying treatment. When the experience fails, the price becomes an obstacle”, says the executive.

Management as a basis for growth

For the entrepreneur in the sector, the professionalization it also reduces dependence on the owner. With documented processes, team goals and indicators monitored in real time, the clinic gains scale and expansion capacity without focusing all decisions on the founder.

The movement accompanies recurring pain in the segment. A survey by Sebrae in partnership with medical entities shows that financial management remains among the main challenges for Brazilian clinics and practices, especially in cash flow, pricing and cost control.

In Ricardo Novack’s assessment, the sector’s advancement requires a change in mentality. “The clinic needs to continue to be technically excellent, but it also needs to function as a business. Those who understand this beforehand tend to grow faster and suffer less from market fluctuations.”

For clinic owners looking to get started, he recommends three immediate priorities: separating personal and business finances, measuring basic indicators weekly and mapping the entire patient journey. “Without management, high revenue can hide disorganization. With management, growth becomes predictable.”

By Carolina Lara