Business & Operations Manager | Synergy Dental Group

Business & Operations Manager | Synergy Dental Group

Two clinics, one specialist brand, and a plan for ten clinics in ten years.

Synergy Dental Group runs two clinics in Melbourne, and a specialist implant brand across both. We’re looking for someone to run the business side of all of it — not the day-to-day, which the team handles, but the commercial work: converting the demand we already generate, filling the capacity we already have, building our second clinic up, and growing The Implant Standard. We intend to be ten clinics in ten years, and the systems you build in year one are the ones we plan to run ten times over.

•             Grey Street Dentist (St Kilda) — four chairs, established and well regarded, running close to capacity on the days it runs. An optimisation problem: more clinical days, better conversion, disciplined pricing.

•             Synergy Dental Group – Parkdale — two chairs with room for four, recently acquired, producing at roughly a third of Grey Street’s rate per chair. This is where the headroom is.

•             The Implant Standard — our specialist implant brand across both clinics. High-value treatment, real market position, largely a blank page commercially. The most interesting part of the role.

Six chairs today, room for eight, a team of 22–25 and seven to eight part-time clinicians. Most people are stronger at one of these three jobs than the others. We’d rather know which than have you claim all three.

Not industry background — what you’ve been accountable for.

We’re not looking for coordination: rosters, ordering, keeping the diary tidy, being the person who holds it together by personally doing more. That’s a real skill, and it isn’t this job.

We are looking for evidence you’ve owned commercial outcomes — a number you were measured on, a system you designed and implemented, a team you held to a standard, a P&L you actually understood. Dental experience is welcome and will make you faster; it isn’t a requirement, and we’ll cover the clinical context. You’ll never be asked to do clinical work.

Measure what isn’t currently measured. Work out where the fastest payback sits — our own read is that it’s a combination of clinician days and enquiry conversion. Design the system, implement it, and show us it moved. Then start on the next one.

Lead conversion. Recall, rebooking and cancellation reduction. Chair utilisation and clinician recruitment. Fee reviews and pricing. Building the hygiene department. Growing The Implant Standard. Leading the team.

You’d have a scorecard — metrics, baselines, targets and timeframes — and you’d see it before you accept the role, not after. We’d want your input on whether they’re the right ones. They’re reviewed monthly with the owner, as the operating rhythm of the business rather than a performance ritual.

The bonus is tied to measured growth, so the upside is real and it’s yours to influence.

The principal is closely involved and will be a genuine partner in this — available, interested in the detail, and willing to be persuaded by a good argument. Decisions get made through discussion rather than decree, and we’d expect you to hold your position when you’re right. Equally, this isn’t a business that responds well to being steamrolled: the team is good, they care, and the change we’re after is change that sticks because people believed in it.

•             Several years running the business side of a dental, medical, allied health, veterinary or clinical services operation

•             Commercial fluency — P&L, margin, utilisation, cost per acquisition. Not “familiar with”

•             A track record of moving a specific number, and the ability to say by how much

•             Change you designed and implemented through to adoption, not process you administered

•             Leadership of a team including credentialed professionals

•             Comfort with systems and data — you automate rather than remember

•             Recruitment experience, since finding and keeping good clinicians is a real part of this

•             Real autonomy and a genuine mandate — decisions to make, not permission to seek

•             A direct line to the owner, with budget and authority

•             Two businesses with headroom, and one you’d substantially shape

•             A ten-year growth plan where the person who builds the operating model is the obvious person to run it as it scales

•             A lot to build. This isn’t a maintenance role.

•             Your numbers visible and discussed monthly.

•             The first lever moving inside 90 days.

Send your CV and a short note answering one question:

Tell us about a target you owned. Where was it when you started, where was it when you left, and what did you build in between?

We read that answer before the CV. Shortlisted candidates receive a full brief on the business and a short practical exercise before interview.

Applications to ***************@gmail.com Confidential enquiries welcome — happy to have a quiet conversation before you decide whether to apply formally.