Meet Jeff Cellucci, Chief Strategy Officer at MB2 Dental, who may be the newest member of our executive team but has already made a tremendous impact in his first three years. With a background in multi-site healthcare management, Jeff brings a wealth of knowledge and fresh perspectives to the largest dental partnership organization in the country.
We sat down with Jeff to discuss his journey at MB2 Dental, the strategic vision of the organization, and how he helps shape our growth and operational success. Discover the key initiatives and collaborative efforts that are integral to our culture and the enhanced support we provide to our practices.
How long have you been with MB2 Dental, and what were you doing before this?
I had the privilege of joining MB2 almost three years ago, and it’s been an incredible journey so far. Prior to that, I spent my entire career in the multi-site healthcare industry, managing post-acute care operations, including long-term care hospitals and senior living communities. This experience gave me a deep understanding of patient care dynamics, provider alignment, and the complexities of healthcare management on a broad scale. Transitioning into the dental sector has been both enlightening and rewarding. I’ve enjoyed leveraging the valuable insights I’ve gained from other healthcare sectors to foster innovation and strategic growth at MB2.
Tell us a little about your role at MB2 today. What are your main responsibilities?
I wear many hats, so no two days are alike. I primarily focus on leading our procurement and marketing teams. In procurement, we’ve achieved significant milestones over the last few years in establishing our preferred vendor network and enhancing our resources to support our doctor partners.
On the marketing and communications side, the stakes are higher than ever in a rapidly evolving dental market. MB2 disrupted group dentistry when we pioneered the dental partnership model over 17 years ago, but there are new groups forming and adopting our model every day. We think it is great for the profession to see more partnership models, but we know not all groups are created equally. It is our job in brand marketing to tell the MB2 story and control our narrative. We have also recently placed more emphasis on being a thought leader so we can help educate doctors, so they ask the right questions during a sale process and ultimately make the best decision for their practice.
What can you tell us about MB2’s recent growth and what trends do you see in the future?
In terms of recent growth, 2023 was a record year for MB2. We welcomed 163 new practices, bringing us to over 700 locations across 41 states. We are off to another strong start in 2024 and expect a similar growth trajectory. We also secured a new debt facility in February, which will fuel much of the future expansion of MB2 Dental.
As we look at our growth ahead, the first area that excites me is the further development of our core markets to build out a footprint of both general and specialty practices. We have a lot of conviction in the benefits and synergies that our doctors, practices and patients will receive from having all dental services available within these key markets.
The second area to consider is the growing use of technology to help as we continue to scale up. Some of our new technology initiatives have helped us to achieve efficiencies and improve collaboration in areas such as supply purchasing, revenue cycle, and internal communications.
How do you plan to maintain the momentum of growth MB2 has experienced over the last few years and keep things progressing?
The significant growth we’ve achieved is a direct result of deliberate strategic planning by Dr. V and our team. We prioritize the insights and feedback from our doctor partners, continuously aligning our strategies to meet their evolving needs, which helps ensure our practices thrive and lead in their communities.
Adaptability is key at MB2. We monitor industry trends to proactively adjust our strategies, staying ahead of changes and aligning with our partners’ long-term needs. Our agile approach supports sustained growth and collective advancement.
Additionally, we are investing in our people and new technologies to intelligently scale our operations. By fostering a culture of innovation and continuous improvement, we provide our teams with the necessary tools to succeed, ensuring a future where both our partners and patients see substantial benefits.
We’ve been hearing stories of groups having growth challenges, whether it be organic, acquisitory, or just in the general macro environment. How does this affect dentists individually?
In recent years, many dental groups have aggressively acquired practices at high multiples, aiming for a future recapitalization event. If these groups don’t build adequate infrastructure to support their doctors, they will face immense pressure to achieve organic growth and struggle to meet their financial commitments. This can devalue a dentist’s stock in the company and reduce their autonomy in clinical and operational decisions.
At MB2 Dental, we attribute our steady organic growth to our doctor partners, team members, and strong support services. Our model focuses on partnering with top-tier doctors and empowering them with the resources they need to succeed. This allows our partners to control clinical decisions, focus on patient care, enhance their satisfaction, and contribute to the network’s success and integrity.
What challenges has your procurement team faced in the current economy, and how are you able to combat these?
In the current economic climate, we’ve encountered the universal challenge of rising costs, affecting everything from dental supplies to personal goods. Despite these pressures, our procurement team at MB2 has successfully managed to reduce supply expenses. Our practices enjoy the autonomy to select their vendors and products, which has allowed us to use our network of over 700 practices to forge stronger partnerships with key suppliers and lab vendors.
We’ve also rolled out Dentira as our dedicated purchasing platform, streamlining the ordering process and reducing costs significantly. Additionally, our internal communications platform, Cerebro, facilitates a vibrant exchange of ideas and best practices among our doctors. This collaboration not only enhances operational efficiency but also fosters more economical spending habits, contributing to our overall financial health and resilience.
Lastly, one fun question: What is the most recent book you’ve read / podcast you’ve listened to?
“How I Built This” is one of my favorite podcasts. I love hearing the story behind each successful company and how it is often just an ordinary person who has the vision and perseverance to create a lasting organization.
