“I wasn’t looking to sell — but I was looking for something that felt aligned with who we are.”

Dr. Fazeela Khan-Osborne

FCGDent.FICD.FCOI MSc(Lon)BDS,LDS.RCS(Eng)BSc(Hons)Dip Imp Dent(RCS.Eng) Adv Cert.(RCS.Eng) DRDP

Dr Fazeela Khan-Osborne hadn’t placed her practice on the market. In fact, selling wasn’t on her immediate agenda at all. But she had started thinking about the future — what the next phase of her career might look like, and how to protect everything she had built.

“I wasn’t actively looking for a buyer,” she explains. “But I had begun reflecting on my longer-term plans. Given the size and location of the practice, I felt somewhat restricted in terms of who I could realistically sell to. And I had genuine concerns about selling to a traditional corporate.”

For Fazeela, it wasn’t just about valuation. It was about values.

“From the very first conversations, it was clear that we were philosophically aligned. We shared the same beliefs around team culture, patient care and how a practice should be run. That mattered far more to me than any headline figure.”

One of the defining factors in her decision was the reassurance that autonomy would remain intact.

“There were no imposed targets. No pressure to change how we worked. They were very clear that I would retain control. They listened carefully to what was important to us — and they respected it. That level of understanding is rare.”

Beyond safeguarding her own practice, Fazeela was energised by the opportunity to help shape something bigger.

“As a Founding Partner and a member of the Dentist Steering Group, I have a genuine voice in how the parent company evolves. That was hugely important. This isn’t about dentists being absorbed into a structure — it’s about dentists helping to build it. It ensures the business stays dentist-led, with commercial expertise supporting us rather than directing us.”

Her commitment to her team meant transparency was essential throughout the process.

“I involved the team early. I invited Kristen Pope, one of the co-founders, into the practice so they could see first-hand who we were partnering with. She spent time with the team and patients, understanding how we work. Because I felt comfortable, they felt comfortable.”

The result? Very little changed day to day.

“It really has been business as usual. The team were reassured that we would continue to protect them — and that’s exactly what’s happened. The transition felt positive and upbeat, not disruptive.”

What stood out most to Fazeela was the culture behind the model.

“When I experienced a family emergency, I was told clearly that I didn’t need permission to step away. That family-first mindset spoke volumes. It reinforced that this is a partnership built on trust and respect, not control.”

Financial alignment also played its part — but in a way that made sense.

“You receive an initial payment, ongoing rewards linked to performance, and longer-term value through equity in the wider group. Incentives are properly aligned. If the practice grows and the group grows, everyone benefits.”

Looking back, Fazeela is clear that starting the conversation early made all the difference.

“There’s no pressure and no risk in talking. For me, it wasn’t about exiting — it was about evolving. If you want to continue learning, growing and enjoying your career, while helping shape something meaningful, this offers a genuinely exciting next step.”

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LOCATION: Harley Street, London

ESTABLISHED: 2003

TYPE OF PRACTICE: Private Only

SPECIAL INTERESTS: Implants, Restorative, Cosmetic, Orthodontics, Aesthetics