Details:

The way healthcare practices grow, operate, and make money is changing, and the gap between practices that adapt and those that don’t is widening fast.

In this session, Weave’s Austin Strong and Marcus Bertilson share three predictions drawn from 10 years of industry trends, interviews with more than a dozen operators, clinicians, investors, and executives, and surveys of more than 280 dental, veterinary, optometry, and specialty medical practices. They’ll explain why the front office is becoming a practice’s growth engine, why a standardized technology stack is quickly becoming non-negotiable, and how the unit economics of running a practice are shifting.

The takeaway: practices that adapt early are positioned to run at structurally higher margins. Join moderator John Schwartz for a candid look at what’s coming and what to do about it now.

Speakers:

Austin Strong
Austin Strong is Head of Corporate Strategy at Weave, where his team leads company strategy, new market development, mergers and acquisitions, market and competitive intelligence, and internal consulting on special projects for the executive team. A former engineer, he moved into strategy and operations early in his career. Before joining Weave, Austin was an engagement manager in Deloitte Consulting’s Strategy & Operations practice, where he helped executives at Fortune 500 companies and high-growth startups improve business operations across a wide range of industries. He holds an MBA and an MS in Manufacturing Engineering from Brigham Young University. Austin co-authors the “Unwritten Business Guide” newsletter and lives in Utah with his wife and four children.

Marcus Bertilson
Marcus Bertilson is Chief Operating Officer and Head of Product at Weave. He brings deep expertise in scaling technology and AI-powered solutions for small and mid-sized businesses, with a track record spanning strategy development, growth execution, strategic partnerships, and corporate development. Before joining Weave, Marcus was SVP of Revenue and Strategy at Thumbtack, where he built and led global revenue, go-to-market strategy, and customer-facing organizations. Earlier, he spent several years as a consulting leader at McKinsey & Company, advising Fortune 100 executives and nonprofit organizations on complex strategic challenges. He earned his degree from the Stockholm School of Business and was an early entrepreneur and investor in Sweden’s venture capital ecosystem. A native of Stockholm, Marcus relocated to the United States with his family in 2015.

John Schwartz
John Schwartz is Executive Director of Strategic Partnerships at Weave, where he leads strategic accounts and partnerships for the company’s largest dental support organization (DSO), veterinary, and medical customers. For more than 20 years, he has led sales, business development, and partnerships through each major shift in the dental market, from print to digital and from digital to AI. Before joining Weave, John was EVP of Business Development at Pearl, a dental AI company. As one of Pearl’s earliest employees, he built its domestic DSO team and revenue operations, then built its international business across EMEA and ANZ. He also secured integration partnerships with Planmeca, Henry Schein One, and Centaur, and closed Pearl’s first major U.S. DSO deal. Earlier, he founded LabWorthy, an AI-driven customer-insights SaaS company. John holds a BA from the University of Chicago and an MA from New York University, and he is based in Los Angeles.

Giveaway: One lucky attendee will win a pizza party for their practice!
Must be present during drawing to win, 1 prize only for the named winner, $250 value limit

What you'll learn:

Upon completion of this course, participants will be able to:

  • Describe three industry trends expected to reshape the operations and economics of healthcare practices over the next several years.
  • Analyze how front-office functions such as scheduling, patient communication, and payments contribute to patient retention and practice revenue.
  • Assess their practice’s current technology systems to identify fragmentation, redundancy, and workflow inefficiencies.
  • Identify changes in practice unit economics, including labor costs, patient acquisition costs, and revenue per patient, and explain how each affects margins.
  • Develop an initial action plan to prepare their practice for these shifts.

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