“I didn’t want to stop practising — I just wanted to know my life’s work would be protected.”

Dr. Peter Saner

BDS MDSc

Dr Peter Saner wasn’t actively looking to sell his practice. In fact, he was perfectly content continuing exactly as he was. But like many principals who have spent decades building something meaningful, he knew that at some point a long-term plan would be needed.

“I was very happy running the practice and practising clinically,” he explains. “But I also recognised that one day I would need an exit strategy. I didn’t want to simply leave everything for my children to sort out. And I certainly didn’t want to stop working.”

What Peter was clear about, however, was what he didn’t want.

“Selling to a traditional corporate never appealed to me. It would have meant giving up the identity of the practice and potentially compromising on the values we’ve worked hard to establish — from how we care for patients to how I manage and support the team.”

For Peter, the practice’s character mattered just as much as its commercial value.

“When you’ve nurtured something over many years, you become protective of it. The culture, the standards, the way decisions are made — those things aren’t negotiable.”

When he encountered DeNovo’s shared ownership approach, the model addressed the dilemma directly.

“It solved the problem in a way I hadn’t considered possible. I could continue running the practice exactly as I wanted, but with like-minded colleagues alongside me. I wasn’t stepping away — I was strengthening the long-term future.”

Trust was tested early in the partnership — and reinforced quickly.

“The first real test came when a piece of equipment broke down. The repair costs sat outside our delegated authority limits, so technically I needed approval. A quick message to the team prompted an immediate response — no pushback, no delay, no cost-cutting. We were trusted to make the right decision for our patients. That spoke volumes.”

For Peter, that moment confirmed the cultural fit.

“There was no attempt to interfere or impose. They understood that speed and quality mattered more than shaving a few pounds off the invoice. That alignment of priorities reassured me.”

He also involved his team carefully in the transition.

“I spoke to each of them individually and explained what was happening. They were reassured that very little would change — and that’s exactly how it’s been. Day-to-day, the practice feels the same.”

While autonomy remains central, Peter has begun to appreciate the benefits of being part of a wider partnership.

“We’ve already seen cost efficiencies through supplier relationships, and there’s access to a growing network of professionals across the group. But none of it feels imposed. It’s there if you want it.”

Looking ahead, Peter is focused on measured growth — bringing in more patients and associates, while investing in development for nurses and front-of-house staff.

“I’ve spent years carefully building and protecting this practice. Joining DeNovo allows me to continue doing exactly that — just with additional support behind the scenes.”

Reflecting on his decision, he concludes:

“I never had reason to question their integrity or intention. They are straightforward people who genuinely want to do right by their Partners, practices and patients. For me, it wasn’t about selling and walking away. It was about protecting what I’ve built while creating a sensible long-term structure.”

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LOCATION: Rustington, West Sussex and Ferring, West Sussex.

ESTABLISHED: 2011

TYPE OF PRACTICE: Private Only

SPECIAL INTERESTS: Implants, Cosmetic, Orthodontics, Restorative