MB2 Dental offers entrepreneurial approach to dentistry

Running any kind of business used to be simpler. Running a medical or dental practice has never been easy, but the 21st century has brought an abundance of specialized knowledge needs in the areas of human resources, payroll, compliance, legal issues, and marketing. Founding a dentistry practice requires much more than dental knowledge. Enter MB2 Dental, a dental practice management network that provides the necessary nuts and bolts to its affiliate dentists so they can focus on patients, not problems.


MB2 Dental founder, Dr. Chris Steven Villanueva, a practicing dentist, saw the need for a company that would fill the administrative and legal needs while fostering doctor to doctor relationships. As Villanueva explained to Enterprise Radio host Eric Dye, MB2 focuses on creating and maintaining a progressive culture for employees and affiliate dentists. He has worked both as a sole practitioner and in corporate dentistry, and drew on the best of both to develop his entrepreneurial vision for MB2. It goes beyond administrative aid to help dentists progress in their field by offering mentoring, continuing education, and career growth opportunities. It encourages friendship between affiliate dentists by hosting bi-yearly owner’s retreats featuring activities like white-water rafting.


Its entrepreneurial approach to growing a successful dentistry and its strong focus on patient care has meant quick growth for the company. Founded in 2009, it now has more than 70 affiliated practices in six states: Alaska, Louisiana, New Mexico, Oklahoma, Tennessee, and Texas. One of the most attractive things about MB2 Dental is, unlike most managed care situations, it lets affiliates retain control of patient care and their practice’s standards of care. Affiliates “maintain 100 percent clinical autonomy,” says the company.


Villanueva draws from his experience building his own dental practice. His company provides the things he wishes he’d had early on and solves problems before they arise by providing ready-made infrastructure.


“I would have built infrastructure earlier vs. later. This decision is always difficult, as you’re struggling with “when” to add the next level of infrastructure,” he said, discussing his own practice’s development with Idea Mensch. “Building infrastructure before you think you need it is always good advice.”