After walking away from a legal career, Justin Puckett began helping shape MB2 into one of the largest dental groups in the country. Here, he shares stories about the early days, MB2’s growth, and why—after more than a decade—it continues to feel like a scrappy startup.
Q: You didn’t start your career in dentistry. How did you transition from law to MB2 Dental?
JP: Yeah, I started at a large Dallas law firm focused on mergers and acquisitions. I thought I was headed to become a sports agent—like every kid who watched Jerry Maguire. As I worked on private equity deals early in my legal career, I eventually came across a dental transaction and realized there was a side of dentistry I didn’t know about. One thing led to another, and I ended up working at a small DSO—ten offices and three corporate employees. It was scrappy, but it gave me a front-row seat to how things worked. That’s where I first noticed some of the downfalls of traditional dental group models.
Q: So, how’d you get connected with MB2?
JP: I got a call from a recruiter about a general counsel position at this place called MB2. I was like, “That’s not real. I know every dental group in Dallas.” He wouldn’t let it go, so I drove out to the warehouse district in Carrollton to meet Dr. V. I walked into the office in a full suit and tie and saw these guys wearing jeans and t-shirts. I thought, “Can this dude afford to pay me?” But Dr. V started talking about this doctor-first model, giving doctors autonomy outside of just clinical. I thought, “He’s onto something here.” I knew this partnership model could work, as every doctor I talked to was happy to be part of MB2, which I’d never seen in a dental group before. That’s what sold me.
Q: And within a few months, you’re President?
JP: Classic MB2. When I started at the company in 2013, we had about 85 practices and were growing rapidly. We were having lunch, and Dr. V said, “We need a CFO. Also, let’s make you President.” Everyone at the table said, “Yeah, cool,” and that was that. No formal process—just getting the right people in place and moving fast.
Q: MB2’s grown like crazy. What was the approach early on?
JP: It’s always been about the doctor partners. Early on, we all wore many hats. We didn’t have private equity or any outside investment, so we were a de novo-only model, reinvesting every dollar back into new practices—keeping ourselves “poor on purpose” so that every bit of revenue went back into building something sustainable. But it wasn’t just about growth for growth’s sake. Dr. V set the tone—it was about doctor ownership, autonomy, and collaboration. That’s what attracted doctors, and that’s what kept everyone so invested.
Q: Then came the first big private equity deal. How’d that happen?
JP: That was a big decision. We’re very protective of the culture we’ve built and were wary of the typical private equity horror stories. So, when we started looking, we brought all the doctor partners in to meet with potential investors—kind of like speed dating. Later that evening, all the doctor partners voted on who they thought would be the best partner to help assist us in getting to our goals. In the end, we chose Sentinel Capital not because they offered the highest financial bid (they didn’t)—but because they understood our model. They knew we were different and were hands-off in the best way—they supported us without changing what made MB2 unique.
Q: Speaking of culture, MB2 has a strong reputation for its close-knit, scrappy team. How do you maintain that as the company continues to grow?
JP: I think it’s about hiring people who genuinely believe in what we’re doing. From executives who started as friends of the company to doctors who’ve bought into the ownership model, it all ties back to the vision. I always tell people that MB2 still feels like a startup, even though we’re a multi-billion-dollar company now. Everyone rolls up their sleeves, whether it’s leadership driving U-Hauls filled with supplies after a hurricane or our doctor partners supporting each other across state lines. That sense of ownership, community, and responsibility has never left our culture.
Q: At the end of 2024, MB2 announced its third recapitalization with Warburg Pincus. What’s next?
JP: Even with 760+ doctor partners, it feels like we’re just getting started. We have more resources now, so we’re investing in tech, central services—you name it. But the core of our culture hasn’t changed—doctor ownership, autonomy, support. Our new partners are helping us scale, and they believe in our partnership model. That’s the key.
Q: What are you most proud of after 11 years?
JP: The people. All the growth and milestones are cool, but the people make MB2 special. We care about each other, the mission, and doing things the right way.
Q: MB2 keeps you busy—what do you like to do when you’re off the clock?
JP: Honestly, my favorite thing is just being with my family. Weekdays can be chaos, so weekends are all about slowing down, whether that’s coaching one of my kids’ teams, grilling in the backyard, or just watching a movie together. I’m also a huge sports guy. If there’s a game on, I’m probably watching it, talking about it, or texting someone about a terrible call. I don’t really do “nothing” well, so I like staying active—even if that just means chasing my kids around.
Justin’s story exemplifies the entrepreneurial, all-hands-on-deck energy that fuels MB2. From day one, he recognized something special in our doctor-first model—and has spent over a decade helping us grow while staying true to our roots.
Want to know more about the MB2 story?
Tune into these MB2 Underground podcast episodes featuring Justin Puckett to hear more about the early days of MB2 and where we’re headed next.
Ep. 35 | We’re Onto Something Here | Justin Puckett, President
Ep. 36 | We’re Onto Something Here | Justin Puckett, President
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