Dr. Dan Schmidt’s dental practice in Auburn, Indiana, was thriving—ten operatories serving everyone from infants to centenarians in this tight-knit community of 14,000. What began as a modest downtown office in 1976 had become the kind of multigenerational success story that small towns are built on.

His son, Dr. Andy Schmidt, became interested in dentistry in high school. When Dr. Andy completed dental school in 2004, Dr. Dan expanded the practice to welcome him. Thirteen years later, his daughter, Dr. Anna Marr, made a dramatic career shift—leaving her role as a speech-language pathologist in Dallas to become a dentist. After completing dental school, she returned home to join the family business.

But as Dr. Dan prepared to hand over full ownership to his children, they discovered that practice success doesn’t guarantee a smooth transition. The siblings faced the kind of challenges that have quietly dismantled countless family businesses.

Growing Pains in a Multigenerational Family Practice

Despite their success, the sibling partners found themselves drowning in daily operational decisions. “The mental fatigue and drain of constantly having someone at our door asking us questions that they probably knew the answer to better than we did was taking a toll,” Dr. Andy confided. “I was always surprised by just how zapped I was at home. During the day, I was filled with adrenaline, which kept me going. But making so many decisions was draining me. I didn’t realize it until I sat down at home and felt lifeless. It was zapping me of the joy of practicing dentistry”.

Meanwhile, Dr. Anna felt the weight of trying to implement changes while respecting the established family culture. “As a new owner and the dentist with the least amount of experience in the practice, it can be hard to implement change,” she explained. “I am an idea person, so I’d see things that could be improved, but I wasn’t exactly sure how to convey those ideas. There was the mentality that ‘it’s always been done that way,’ and I didn’t want my suggestions to come across as criticism. It was exhausting to try to understand how we were going to improve when things had been done a certain way for a long time.”

What makes this story particularly unique is the strong family foundation of this practice. Dr. Dan Schmidt, at 75, continues working 2.5 days per week as an associate while his children have taken full ownership. The practice benefits from an additional family member contribution—Stacy Schmidt (Dr. Andy’s wife and Dr. Anna’s sister-in-law) serves as business manager, bringing accounting expertise and implementation skills to the practice transformation.

While everyone was open-minded about change, as Dr. Anna noted, “there were a lot of things that optically looked good, but also a lot of ignorance there” that they needed to figure out.

An Eye-Opening Experience Leads To a Path Forward

Ready to start exploring where they were headed, they began searching for guidance.

“We knew in this transition of ownership from my dad to Dr. Andy and me, that it was our time to invest in what this practice is going to look like for the next 20 or 30 years,” Dr. Anna said.

Although the practice had never sought coaching or a consultant before, the brother-sister duo began investigating their options. “Dad had skepticism about it,” Dr. Andy admitted. “Although he is an extremely thoughtful individual, he just couldn’t bring himself to believe that was the best way to invest his money.” But after receiving a recommendation from Dr. Jenny Swick, a good dental school friend of Dr. Anna’s, Dr. Andy and his wife Stacy attended their first Team Training Institute (TTI) retreat in Salt Lake City in July 2023.

“Dr. Jenny mentioned TTI to us and had only positive things to say about her experience,” Dr. Anna said. “When we looked at The Team Training Institute’s website, we liked what they were discussing.”

“I was super impressed with The Team Training Institute. I’d never seen anything like it,” Dr. Andy said. “Their retreats are extremely well run, very well organized, high energy, and impactful.” 

Dr. Andy noted that, unlike traditional consulting firms and continuing education (CE) formats, TTI’s member-driven learning model utilizes practicing dentists who share real-world solutions. He particularly liked the “hot seats” format, which allows practices to discuss challenges directly with TTI experts and receive on the spot proven solutions with immediately actionable insights.

“We’re always looking for things to immediately take home and start doing after attending CE,” Dr. Andy explained. “At the TTI retreat, listening to what other practices are going through and what they’ve solved was unbelievable and unlike anything I’d ever seen at any CE I’d attended before. Meeting Dr. Meis and the TTI coaches made a phenomenal impression on Stacy and me.”

Both Dr. Andy and Dr. Anna appreciated the transparency at retreats, combined with comprehensive TTI coaching resources and peer feedback boards, noting that this creates “a wealth of resources at your fingertips” that eliminates the isolation many practices face when trying to solve challenges alone.

“It’s been eye-opening realizing we weren’t alone—we were facing the same challenges as most practices,” Dr. Anna added. “It doesn’t make sense to reinvent the wheel when someone has already experienced that and can give you feedback on what works.”

The practice officially joined The Team Training Institute in August 2023, marking the beginning of its Blue Diamond program journey.

Today, Auburn Dental Associates represents a successful model of family business evolution. They’re actively planning renovations to utilize unused space, growing their team, and enjoying work more than ever. “It makes practicing much more enjoyable and has been a positive process all around.”

The unique aspect of having both a son and daughter take over from their father, supported by a daughter-in-law in management, creates a powerful family dynamic. “TTI has definitely elevated our game and emboldened Dr. Anna and me to take the steps necessary to make this transition for Dad as he’s winding down his career,” Dr. Andy added.

Below are tips on how Auburn Dental Associates successfully transitioned their practice to the next generation while simultaneously unburdening themselves from the avalanche of decisions, growing their practice, and working less:

The Blind Spot We Didn’t Know We Had

The practice revolutionized its hygiene department by implementing services like sealants and expanding preventive care offerings. Patient acceptance rates increased significantly, and the team’s confidence in patient education grew substantially.

“We’ve fully immersed ourselves in continually improving production,” Dr. Andy said. “We believe in it, and today it’s one of our key strengths.”

The results from Hygiene Explosion were immediate and sustained:

- First year: 20% production increase
- Second year: On pace for an additional 8% increase
- Profitability: Increased from 13% to 20%

“It was very surprising to us that we not only found away to be more productive, but that we could continue to sustain and even improve on production after an already extremely successful year. Another unbelievable aspect of this is that we’re working fewer hours,” Dr. Andy continued. “Dad’s taking more time off, and we’re working fewer hours too. We’re working smarter, not longer.”

Dr. Andy admits that initially they were caught off guard when they learned production would be their first step. “We simply thought that we were providing what we needed to provide,” he explained.“ Hygiene Explosion quickly made us change our thought process. We discovered we had a big blind spot when we learned about products that we didn’t know existed, along with how and why they are utilized. The training simply blew us away. It changed our way of looking at what is happening in the hygiene rooms and what our hygienists are capable of due to their sphere of influence and expertise. We also discovered we were allowing insurance obstructions and hurdles to dictate the care we were giving.”

While the training ensured hygienists were on board, offering production incentives helped motivate their team to do more. “They are not only bought in, but they are working harder, learning new things, and are more confident talking to patients,” Dr. Andy said. “Offering incentives made perfect sense. We’re asking more of them, and there should be something in it for them, too.”

Patients are also enthusiastic. “I can happily say we’ve had no resistance from patients to my knowledge,” Dr. Andy said. “Patients are genuinely interested. It clicks with them to be proactive and preventive. Patients often comment about being grateful to have these services available.”

The Missing Link To A Successful Transition

With a tight-knit group and a staff that had been working with their dad for decades, Drs. Andy and Anna were determined to “bring everyone along” on their transition journey. But there was a critical component missing…  

“The Team Training Institute pressed Dr. Andy and me to have critical conversations about our practice’s direction—something we’d been avoiding,” Dr. Anna acknowledged. “When you’re at capacity with mental fatigue and packed days, it’s hard to add those essential discussions. That’s where we were failing. We weren’t communicating about where we needed to go or how to improve. That’s exactly why we sought a consultant, and TTI was a perfect fit. They helped us prioritize meaningful communication, not just between Dr. Andy and me, but throughout our entire practice. We knew this wasn’t just our journey to navigate alone; we wanted our entire team involved. Fortunately, everyone has embraced growth and joined us on this journey. But we knew it had to start with us—we had to model good communication first.”

Systems That Improve Patient Care & Job Satisfaction

The practice developed comprehensive systems for collections, scheduling, and patient communication to eliminate surprises and improve timeliness. “Our patients seem pleased with improvements that make everything look seamless and effortless,” Dr. Anna explained.

Recent interviews of all staff members revealed unanimous approval of TTI’s processes. “Our staff expressed they enjoy work more than ever now that we have written systems and protocols,” Dr. Anna noted, highlighting improvements in both patient care and job satisfaction.

The Power of Collaborative Development

Drs. Andy and Anna credit TTI’s collaborative method for transforming the systems that drive their practice’s success. “Our onboarding has gone to a different level because of TTI’s help,” Dr. Andy said. “We left no stone unturned. We explained so much, so well. The most recent hires had folders with everything printed out, including our core values. It’s our biggest source of pride — we’ve received such positive feedback from them.”

Learn to Trust the Process

Rather than providing ready-made solutions, TTI gave guidance while requiring the practice to develop its own systems—an approach that initially the team didn’t understand.

“Initially, we were frustrated we weren’t handed ready-made systems immediately, but now I understand this approach is exactly what makes it work effectively,” Dr. Anna said. “People support what they help create. Our success stems from systems created by each team member, designed specifically for our team.”

The collaborative, systematic approach also shifted decision-making responsibility. Previously, doctors made all operational decisions; now, department leads drive improvements while doctors provide support.

“Without systems and protocols, things weren’t predictable in our practice, leading to frustrations and challenges,” Dr. Anna reflected. “There’s been a complete 180-degree shift since we started with TTI in my joy coming to work. When I’m happy at work, I’m certainly happier in my personal life too.”

Developing Leadership

Although they don’t currently have an office manager, Stacy Schmidt was brought into a more active role as their business manager. With an extensive background in accounting, Stacy is credited as “a huge contributing component” to their practice transition, providing a bridge to put ideas into action. “We call Stacy the implementer because she gets things done,” Dr. Anna said. “She’s a resource for the team leads, facilitates building internal processes and systems, and helps run meetings, leading book talks with the team to develop our practice and leadership in the office.”

By creating distributed leadership with team leaders in each department—(assistant, hygiene, and front office)—the doctors have been relieved even further of constant decision-making while empowering staff members.

“Developing team leaders for each department was completely new,” Stacy said. “Through training with TTI, we recognized the importance of developing leaders within the practice and empowering our team members. It has led to committed and motivated team members who are proud of their work.”

Perhaps most significantly, they established core values that unified the team. “Choosing our core values during the TTI leadership training was an important and worthwhile exercise,” Stacy observed. “We now have a shared vision”.

“It’s been fascinating to watch leaders develop in our practice,” Dr. Anna added. “Everyone used to think the leaders were the dentists. Now that we expect our team to be leaders, we are seeing them grow into leaders. That is one of the most satisfying aspects I’ve experienced through TTI training—the empowerment, the confidence, and the growth of our staff. Many have mentioned that this has carried over into their personal life and really helped them improve themselves outside of work.”

Technology Integration

The team embraced cutting-edge technology recommendations and adopted the phrase, “What gets measured, gets managed.” Tools include technology and software that provide real-time data, help with patient education and diagnosis, and enhance the patient’s experience.

“It has been a game changer for us,” Stacy revealed, discussing the impact real-time data has had on the practice. “It has provided us with insights that we never had before, which has enabled us to make informed decisions to improve patient care, and now we have the data in realtime to celebrate wins with our team.”

Utilizing these insights, they refined their old system for holding morning huddles. “Now our huddles are strategic and consistent,” Dr. Anna said. “These have proven to be an extremely useful time for us to talk as a team, whereas before our huddles didn’t have much purpose. Now that we are transparent about our numbers, huddles allow us to schedule to goals, figure out what we can improve, and celebrate wins.”

The Capacity Conundrum

The practice faced a capacity crisis with their hygienists booked eight months out for existing patients to get rescheduled for their cleanings. As successful as they were, they knew they had untapped potential but lacked the systems to unlock it.

Today, they have improved and are in the active stage of addressing the capacity issue.

“It’s definitely improved,” Dr. Andy said. “We avoided addressing the issue because we wanted to understand better what full capacity meant and what possibilities we had to solve it. Attending The Team Training Institute’s Executive GPS workshop was incredibly insightful. We made a 90-day plan and started moving forward. We have already completed a list of things in the first month, including finding space in our office that wasn’t being utilized. Potentially, we will hire an associate and another hygienist or two.”

Looking Ahead

As they approach their father’s 50th anniversary in practice next year, the Marr-Schmidt team has not only preserved the family legacy but enhanced it for future generations. They’ve proven that with the right systems, leadership development, and family collaboration, a generational transition can strengthen rather than strain a dental practice.

While strong family values and mutual respect provide the essential foundation for their generational transition, they credit professional consulting through The Team Training Institute for giving them the systems, confidence, and tools needed to successfully navigate the complex transition from father-led to sibling-led practice ownership.

Dr. Anna reflects:

“Stepping back and evaluating our two-year journey with TTI, it’s been such a whirlwind. We’ve had our noses to the grindstone, working harder on both our practice and ourselves than ever before.

Taking that leap required enormous trust. Trusting a consulting group to examine your practice, believing they’re genuinely invested in getting to know you and truly care about improving your business, that was our biggest hurdle. We had natural resistance because it represented a significant financial investment, and we questioned: ‘How much are we really going to get out of this?’

Honestly, we expected to receive a thick binder of information with instructions to ‘make everything better’ and be left to figure it out ourselves. The reality was quite the opposite.

We never would have believed the level of transformation possible. We were successful before, despite a lot of things we were doing wrong, but we didn’t realize how much room we had to grow. TTI has certainly helped guide us in understanding what we don’t know. We’re operating more like a professional organization that is growing, and we have TTI to thank for that. This process has made practicing dentistry genuinely more enjoyable. I love coming to work more than ever—and I believe Dr. Andy feels the same way. It’s been an overwhelmingly positive transformation for everyone involved.”

Key Foundations for Passing On a Dental Practice To Future Generations

Humility and Leadership from the Top: The foundation starts with their father, Dr. Dan, who Drs. Andy and Anna described as “a very humble person who allowed his children freedom and creative expression while being willing to share ideas.” This humble leadership approach was essential to the family dynamic working effectively.

Mutual Respect and Strong Family Values: Drs. Andy and Anna emphasized that their success is "grounded in not only family, but also mutual respect for one another". Despite a nine-year age gap, they developed a strong working relationship built on respect and shared vision for the practice. Their upbringing instilled these values, making it natural for them to avoid letting conflicts escalate.

Anchored Foundation: As Dr. Anna noted, "We weren't going to let certain conflicts ever bubble to the surface. It's just not in our nature and not how we were raised.” This strong family foundation provided stability during the transition process.

Enhanced Communication and Decision-Making: Training helped them have critical conversations about the practice's direction, which was challenging when they were at capacity with mental fatigue. As Dr. Andy noted, “The Team Training Institute definitely elevated our game and emboldened Dr. Anna and me to do the steps necessary to make this transition for dad as he's winding down his career."

Smooth Leadership Transition: This was crucial for helping their 75-year-old father transition from owner to associate while maintaining his involvement in the practice. Dr. Andy and Dr. Anna credit TTI for providing them with the tools and confidence to make necessary decisions "as smoothly as possible” so their father could “step back when and how he wants to step back".

Systems and Structure: A systematic approach complemented their strong family values with professional structure. As Stacy noted, “TTI helped create meaningful and efficient onboarding processes" and encouraged setting aside "purposeful time to meet and train with our staff".

Team Development: Developing leaders within the practice beyond just family members, created "committed and motivated team members who are proud of their work". This reduced the burden on family members to make every decision.