Practice Profile Dr. Steven Hymovitch - Through the Keyhole
Dr. Steven Hymovitch - Through the Keyhole
Ask about the most respected endodontic practices anywhere in the Phoenix or Tucson, Arizona, areas and you are likely to hear about Dr Steven Hymovitch or one of his nine Valley Endodontic Specialty Group offices (seven in the Metropolitan Phoenix area and two in Tucson).
The Valley Endodontic Specialty Group is a leader in endodontic treatment and has grown to be the largest endodontic practice in Arizona.
Tell us about your background.
I am a native of Canada, and earned my DDS from McGill University in Montreal. While in dental school, I was always very interested in endodontics. In 1988, when I graduated from dental school, there was no endodontic training program available in Canada. I applied to the nearest American program, at Tufts University in Boston. I was lucky enough to get accepted into an endodontics program immediately after dental school.
I earned my Endodontic Certification at Tufts and then continued my education studying Forensic Dentistry at the Armed Forces Institute of Pathology. After graduation, I spent 4 years in private practice in Massachusetts, and served as a Clinical Instructor in undergraduate endodontics at Tufts and with the Canadian Forces Dental Services School before moving to Arizona in May of 1994, where I practiced in a multi-specialty office for the next 2 years.
In May 1996, I established Valley Endodontic Specialty Group, and the rest, as they say, is history. I wanted to have my own practice as it gave me the power to ensure that customer service is number one and that the best care possible is being provided to the patients. It also allowed me to drive the business in the direction I wanted it to go. Those are things you can’t really do when you are working for someone else who doesn’t share the same vision.
Additionally, in May 2001, I earned my MBA from the W.P. Carey School of Business Executive Program at Arizona State University (ASU). Thanks in part to the knowledge I gained while earning my MBA, Valley Endodontic Specialty Group is now the largest Endodontic practice in Arizona.
When did you decide to become a specialist and why?
I first went into the field of dentistry because I enjoyed the sciences and believed dentistry was one field where I could both help people medically and be in business for myself. If one is a respiratory therapist, one works at a hospital. If one is a pharmacist, one is working for a corporate drug store chain. As a dentist, I would be able to have my own practice and appreciate its benefits.
As far as specializing is concerned, the first decision I had to make was whether I really wanted to specialize. It was something I thought about for months. I remembered being told in dental school that the hardest thing to do is to be an excellent general dentist because you have to do everything fantastically. Even though I deeply admire general dentists for the breadth of their skills, I wanted to concentrate in one field and do it extremely well.
For example, when we did comprehensive treatment planning for patients, we were taught that for any tough cases, we should send patients to an endodontist, periodontist, oral surgeon, and so on. I learned to really admire the specialists as experts in their fields. I was further impressed with the depth of knowledge earned from practicing in their specialty every day. Like a child looking up to his hero, I wanted to be one of the specialists because to me they were the “best of the best.”
Why did you decide to focus on endodontics, and how long have you practiced as an endodontist?
I have been practicing as an endodontist since 1990. Wow, I can’t believe that’s 20 years! While I was in dental school, I took an immediate interest in endodontics because I liked that I could control the outcome. When I do a top-notch root canal on a patient, generally, it will heal up. It’s predictable. If one does periodontal work, and the patient doesn’t brush or floss after treatment, you’re back where you started. Endodontics is also an area where the doctor can have an immediate impact on a patient. Many times, we are called upon to help ease their acute pain, and we lay the foundation for any other work the patient needs to have done. 
Is your practice solely endodontics or do you practice other types of dentistry?
We primarily provide a wide spectrum of endodontic services, including root canals and endodontic surgeries;however, in response to patient and referring-dentist feedback, we recently started incorporating periodontics and oral surgery in some of our offices.
Do your patients come from referrals?
By far the majority of our patients come to us as referrals from other dentists. That being said, we also receive patients referred by other satisfied patients or patients returning who need additional treatment on different teeth months or even years later.
What systems do you use?
We use basically the same technical systems as any state-of-the-art endodontic practice: microscopes, digital imaging systems to minimize radiation exposure, computers in every operatory, etc. Two of our offices, the North Phoenix office and its sister office in Peoria, are the first endodontic offices to ever use the innovative Cubex™ System for inventory control. It is an electronic cabinet that tracks supply usage and automatically orders replacements when they are needed, so it’s a great tool to help control costs.
Where we differ from some practices is in the way we also rely on many of the good business practices you find in the business community. They may be more intangible than the latest imaging system, but they are the systems I rely on to keep the practice humming along.
Planning and marketing are two of those systems. In his book of the same name, Harvey MacKay said, “Dig your well before you’re thirsty,” and we live by that philosophy. Having a long-term plan–one that includes continually updating every office over several years for example–means the well will be there when we need it. I base the plan for Valley Endodontics on never being too comfortable and always stretching just a little bit for the future.
Marketing is another key. We have been marketing since day one. One way we do that is through surveys that every patient completes at the end of treatment. And since referring dentists are such a huge source of patients for us, we also ask them to complete similar surveys on a regular basis. Most importantly, we take the replies very seriously and institute changes based on what we learn. Patient and doctor feedback assist us in maintaining a high level of “customer” satisfaction, and that makes for a successful practice. Some things we have instituted as a result of survey feedback are offering continuing education to other dentists and also expanding our ability to provide oral surgery, and eventually periodontics, so our patients don’t have to spend their time going to other offices. They asked for it, and I said, “Why not?” Of course, I really can’t say no when a patient asks! A lot of people tell me I have amazing foresight. Not really. I just listen and then take action based on what I hear. That’s what it takes.
The key is to always pay attention to the business. Up until the economy slowed, doctors didn’t have to worry that much about the profit and loss side of the business. However, now I have to pay even closer attention to the numbers and patient service. I have to be flexible, and I have to be there for our patients and the referring dentists.
Tell us more about the training you have undertaken
Some of the best training I received was completely outside the dental arena, yet it was invaluable in teaching me the ins and outs of the business side of a practice. When I decided to pursue my MBA at ASU in August 1999, I was doing pretty well. I had three offices at the time, and I thought it would really help to have some formal business courses under my belt. I wanted to learn some actual business principles to make sure I was using sound business practices in my offices. We learned about subjects such as managerial finance, organizational behavior, and economics.
Additionally, I found an unexpected benefit from listening to my classmates. There were about 50 people in my class, and almost all of them were middle and top managers from Fortune 500 companies like IntelÒ, MotorolaÒ, and Wells Fargo. Where I really learned the most was from hearing how these managers handled situations in large corporations. At the end of the day, the same philosophies that apply to those large companies should and do apply to dental practices.
When I graduated from the program in 2001, I was able to take what I learned from my classes and classmates and apply that combined knowledge to my practice. The MBA program at ASU was very challenging, and although not all of the information was relevant to a dental practice, I definitely see the benefits of having this degree. I’m glad I went through the program. It was much harder than I expected, yet it’s given me a unique perspective on the business of dentistry.
Who has inspired you?
Drs Thomas Winkler and Van Zissi were two of my most influential mentors when I was studying at Tufts University. In addition to instructing at Harvard and Tufts and being full-time clinicians, they were managing Limited to Endodontics, which was, and still is, arguably the premiere endodontic practice in Massachusetts. It is a large, multi-office group practice that is known for the top quality of the work they do. Drs Winkler and Zissi were not only gifted endodontists and educators, they were also community-minded, philanthropic, and simply all-around good people. I decided early on that I wanted to emulate their ethical, professional, and business examples. They were, and still remain my role models and they inspired the model for Valley Endodontics. I knew from seeing what they had done so successfully that I could make it would work here in Arizona.
I also have to mention Joel Sharenow, CFO of Eastern Dental based in New Jersey and Michigan, who has been a huge inspiration for me and a mentor for years. He is the business man’s business man for dental practices. His generosity in helping me with the business aspects of dentistry has played a big part in making me as successful as I am.
What is the most satisfying aspect of your practice?
It’s never boring! There are a lot of moving pieces, and it’s a challenge to keep everything running smoothly. It goes beyond the clinical. While that is a huge piece, it takes much more to make a practice a successful business. To survive in today’s world, you have to know what’s going on around you. You have to look at trends, keep your eyes open, get feedback from referring dentists and patients, be flexible, and be ready to make changes like incorporating oral and maxillofacial surgery into the practice. Managing all of those challenges successfully is immensely rewarding!
Professionally, what are you most proud of?
I am very proud to have built a practice that inspires referring dentists and other specialists to call me up and ask for my advice. I never refuse those requests because it is such an honor and show of respect to just be asked for my advice not only in endodontics but the practice of dentistry. Many times dentists at events have questions for me. When we sit down and talk, it’s all about dentistry and business. I am eager to share what I have learned with other dentists. I’m glad to help. It’s my way of giving back. I will always be available to other dentists who want to ask me questions. Much of the time, they are asking me about personnel issues and how they can work through them to build a harmonious work environment. That is one of the biggest issues we have to deal with. I also have to add that on something of a personal level, I knew I had made it when I earned my kids’ admiration for successfully treating a very famous American Idol. That really made me something special in their eyes.
What do you think is unique about your practice?
We now have 18 doctors working in the 9 different offices that make up the Valley Endodontic Specialty Group. The size of the practice alone is unusual. However, that doesn’t keep us from providing top-quality care. Each of the doctors draws on his or her skills and background to diagnose and treat their own patients, but none of them hesitate to consult with colleagues when they are faced with a particularly difficult or challenging diagnosis, something that happens daily. Our ability to consult with one another is a huge part of what sets our practice apart from so many others. Collaborating with each other daily has created a synergy that has made us all better clinicians.
We are also a truly international group of doctors hailing from richly varied cultural and religious backgrounds. That brings a rare diversity to the practice and draws on the cultural wealth of nations such as Canada, India, Sudan, Israel, Lebanon, and Kurdistan/Iran. Because we can relate to their cultures and are multi-lingual, we attract patients with equally diverse backgrounds and are able to make them all comfortable. What’s really wonderful is that everyone is down to earth and approachable. There’s just no room in our practice for arrogance.
We may be a large practice with all the different personalities that entails, but different as we are, we all--staff and doctors alike--adhere to a single philosophy that I think my deeply respected colleague Dr Jafar Naghshbandi says best: “The experience of healing is the joining of doctor and patient in which one human being is privileged to help another.” It’s interesting to see how that attitude affects interactions among the staff, too. You rarely find pettiness or bickering anywhere.
What has been your biggest challenge?
When you have a larger practice, you automatically have more team members, and even if everyone is down-to-earth, you are still dealing with different personalities. There will always be personal issues that have the potential to disrupt work. You’ll always have situations such as an assistant with a sick 2-year-old or an office manager whose mother is dying in a hospital 2,000 miles away. People get stressed. The challenge is to keep a positive environment and learn the art of compromise. Thank goodness, I have my wife as a confidant. As a psychologist who also has her MBA, she makes an excellent advisor and helped me realize that psychology really can help with personnel issues.
To what do you attribute your success?
Well, it’s certainly not brains or looks! Seriously, I think more than anything, it’s that I know that I don’t know everything, and I’m not afraid to ask for input from others. That’s why I spend so much time talking to people. I want to know how they do what they do, how they market, how they create success, and what they know about trends. I look for people with successful track records, and then I try to talk to them. The really successful people like to help others out. It’s a way to give back.
What are your top tips for maintaining a successful specialty endodontic practice and what advice would you give to budding endodontists?
Keep your eyes and ears open! You may have figured out yesterday, but you can be sure that tomorrow will be different! So be adaptable, flexible, and willing to change when you need to. Also, keep the lines of communication open with patients, referring dentists, and your staff. Then listen to what they are saying. Don’t just hear. Listen! I have a saying in my office that probably says it best: “If you think you know it all, you’re headed for disaster.”
What led you to create such a large practice?
Within 3 to 4 months of opening my first office, the practice was “booming.” I found myself suddenly booked weeks out, and that was completely unacceptable—patients shouldn’t have to wait that long for treatment. I brought an associate on board within the first year, but it wasn’t my plan to grow into a multi-office practice. I never set up a business plan that called for that, but opportunities just arose.
The practice simply grew in response to patient and doctor requests. A general dentist would tell me, “Hey, you should have a practice in this area.” I’d look at the opportunity closely and if it made sense, I would open a practice there. That’s what happened in Tucson with the opening of the second office. I had an office in East Tucson and the referring dentists down there would continually say, “We want to send your practice more patients, and we could if you had an office on the west side or in the north somewhere.” So, we opened our Northwest Tucson office.
Patients also made suggestions. For example, a patient would tell me they had a long drive to our nearest office, and that it would be much better for them if there was a Valley Endodontic office closer to their home or work. When that happens, I look at that and take it into account. Our growth is based upon us responding to these requests.
Our practice has grown from a single office in 1996 to becoming the dominant practice in the Valley in just 10 years. That’s not an accident. We’ve listened to what referring dentists want, such as expanding our hours when others have reduced theirs, adopting (accepting?) more insurance programs when others have cut back, and opening locations around the Valley to make us more available and accessible to our patients and dentists. We even have early morning appointments, and one of our Phoenix locations offers Saturday appointments for patients who can’t take time off during the week. We’re always there for them. They know they can count on us.
What is the future of endodontics and dentistry?
I know more and more, endodontists are placing implants. That’s already happening. At this point, I think my referring dentists should direct their patients to someone who places implants every day. Beyond that, I think that with a shaky economy such as we have right now, people’s time will be even more valuable to them, and they will value practices that team with other specialists to offer more specialties in one place at one time.
What would you have been if you had not become a dentist?
My uncle was the head of a marketing research company that pioneered the incorporation of the discipline of behavioral psychology with the field of marketing. I thought that was really exciting and interesting. So at 18, I wanted to go into marketing. What a surprise! Now, that’s one of the things that has helped to make me successful.
What are your hobbies, and what do you do in your spare time?
When I’m not working, I spend time with my wife and our five children who range in age from three to twelve. They are at the ages where it’s important for us to spend as much quality time with them as we can. As Vito Corleone said so well in “The Godfather”: “A man who doesn’t spend time with his family is not a real man!” During the week, I am into middle and elementary school homework. On the weekends, I’m into hockey much of the time, spending time with the family, and dance and guitar performances. Two of my daughters are dancers and the other plays guitar so, of course, I have recitals and performances on my schedule pretty often. My two sons and I are passionate about hockey and that means a lot of our time is focused on playing or watching hockey. I just qualified as a USA Hockey Level 4 Coach and love being able to manage my oldest son’s hockey team. The three-year old isn’t quite ready to play yet, but he hauls a hockey stick around wherever he goes. I guess it’s only a matter of time before he’s playing too!
Dr. Hymovitch can be reached at Valley Endodontic Specialty Group, 702 E Bell Road, Suite 111, Phoenix, AZ 85022; 602-404-3800, or www.valleyendodontic.com.
|
Inspiring Business Books A Complaint is a Gift: Recovering Customer Loyalty When Things Go Wrong, by Janelle Barlow Dig Your Well Before You're Thirsty: The Only Networking Book You'll Ever Need, by Harvey Mackay Good to Great:Why Some Companies Make the Leap...and Others Don't, by Jim Collins In Search of Excellence:Lessons from America’s Best Run Companies, by Robert H Waterman, Jr, and Thomas J Peters |
|
Top Ten List • Zeiss surgical operating microscope (Carl Zeiss Inc.) |
