Newsletter June 2026
A Word on Autonomy, Ownership & Value
Kristen Pope – Chief Integration, Partnership & Communication Officer
Continuing the momentum from our first All-Partner Meeting, this edition of With DeNovo is one of the commitments we wanted to follow through on together. One of the best parts of our time together was getting to know one another better — hearing different perspectives, sharing ideas openly, and seeing the energy across the Partnership.
This newsletter is intended to keep that momentum going. It is a space to stay connected as Partners and owners, share what is happening across the business, and highlight the individuality of the practices and people that make DeNovo what it is.
For me, this also reflects several of the behaviours shaping how we are building DeNovo together. Inclusiveness here is about keeping communication flowing across the Partnership. Excellence is creating something thoughtful, useful and worth your time. Ownership is recognising that every one of us has a role in shaping what comes next.
Most importantly, this edition is about momentum — in our relationships, our growth, and the Partnership we are building together.
Where We’re Going & What It Means for Us as Owners
Mark Aichroth – Chief Executive Officer
Autonomy in Practice
DeNovo Partners, Dr Malcolm Campbell and Katie Campbell
Springmount Dental & Implants in Matlock has been a real labour of love for us. We built the practice with a simple aim: to create a dental practice centred around excellent clinical care, genuine kindness and a patient experience that feels personal rather than clinical or transactional.
The practice itself has quite a story. In early 2018, after buying what was a tired, struggling practice in need of significant investment, we spent a very memorable (and exhausting!) 30 days carrying out a hands-on renovation of the building ourselves, right in the middle of the UK being hit by the “Beast from the East”. It involved long days, lots of layers, plenty of problem-solving and a great deal of determination, but it laid the foundations for something we are incredibly proud of today.
What makes Springmount unique is the way we combine high clinical standards with a strong focus on empathy and service. We want patients to feel comfortable, listened to and genuinely cared for from the moment they first get in touch with us. We are also big believers in continual improvement and are always looking at ways to make the patient journey smoother, whether that is improving communication, refining systems or embracing technology to make treatment more efficient and predictable.
Outside of work, we are parents to two young children, aged 6 and 4, and have a very elderly dog who still likes to think she runs the house. After many years of owning and running two practices, we reached a point where we were craving a little more balance in family life and a little less day-to-day pressure.
That is where DeNovo came along at exactly the right time. Our dream was to remain involved with Matlock and continue helping shape the practice we love, but with a healthier balance and less operational pressure. So far, it has been exactly that and, as a bonus, we have somehow managed more holidays in the last six months than in the previous seven years combined!
The DeNovo Dashboard
Udi Wickrema – Chief Financial Officer
DeNovo enjoyed a strong start to the new year with first quarter revenues of £5.9m representing an organic growth rate of 8%. On an annualised basis, this represents a total DeNovo enjoyed a strong start to the year, delivering Q1 revenues of £5.9m and organic growth of 8%, equating to an annualised revenue run-rate of £24m. Practice-level profitability reached £978k with an EBITDA margin of 17%, alongside positive group-level EBITDA of £40k.
With three practices currently in due diligence and expected to complete in Q2, the group remains on track to achieve its Q2 revenue run-rate target of £30m.
The continued growth of the group is also reflected in our headcount, which now stands at 300. Importantly, headcount churn remains exceptionally low at just 2% — a strong reflection of the positive culture within both our practices and the wider DeNovo group.
Total Sites | Revenue | Organic Growth | Run Rate Revenue | Practice EBITDA | EBITDA Growth |
|---|---|---|---|---|---|
16 | £5.9m | 8% | £12.7m | £978k | £40k |
Headcount | Staff Churn (%) | Pipeline Size (in EBITDA) | Prospective Partners in DD | Average Transaction Size | Q2 Target Run Rate Revenue |
|---|---|---|---|---|---|
300 | 2% | £4.9m | 3 | £275k | £30.0m |
What You Need to Know (and What You Don’t)
Eddie Coyle – Group Medical Director
And in the Clinical Corner, the Competition and Markets Authority (CMA) has formally begun its investigation into private dentistry in the UK, with a statutory deadline to issue its report in March 2027 . An initial scope has already been published, with a revised scope expected in June following early engagement with both patients and the profession.
Internally, our support teams have already been working proactively to ensure we are well prepared to support practices through information gathering, advisor engagement, and ongoing stakeholder discussions. Watch this space....
On the regulatory compliance front — watch out! There has been a recent increase in practices appearing in the press following regulator inspections relating to areas of non-compliance, including failures around safe care provision, risk identification and management, fire and electrical safety, Legionella management, medical emergencies, COSHH, and standards of cleanliness.
Please continue to challenge yourselves and make full use of the tools, policies, and support available across the group to ensure inspections and compliance visits pass uneventfully.
Supported Autonomy
Becky Newton – Group Operations Director
The Operations team has recently introduced Quarterly Operations Packs to give Partners clearer visibility into practice performance and opportunities. Drawing from MPC data and insights from plan providers, these packs provide operational metrics, trends, and benchmarking to support informed decision-making at practice level.
As relationships with plan providers continue to strengthen, we have also secured improved commercial terms, enhanced support services, and additional value-added resources for practices. These partnerships are focused not only on cost efficiencies, but on delivering practical operational support that enhances patient care and practice performance.
Over the past year, practices across the group have benefited from new technologies and operational improvements, including 3D printing solutions, CBCT scanning technology, and the FollowApp platform, helping practices capture patient feedback and achieve exceptional Net Promoter Scores (NPS). Several of these initiatives have also been introduced in response to Partner feedback and requests for greater operational insight and support.
Our focus remains on providing practical, collaborative support — always delivered on the Partner’s terms.
Partner Feedback, Actions & Responses
Melissa Nolan – GTM Coordinator
Thank you to everyone who submitted a Partnership Matters ballot slip at the April All-Partner Meeting, and to those who completed the Partner Onboarding and Annual Partner Satisfaction surveys. Your feedback, ideas, and recommendations are genuinely valued.
One clear request was for greater visibility into group performance and priorities — which directly led to the creation of this Quarterly Partner Newsletter. As requested by our Partners, we hope this strengthens communication, connection, and strategic alignment across the group.
Many of the other suggestions and recommendations raised are already in progress, and you can expect regular updates here as initiatives develop. If you would like to share additional feedback, questions, or ideas, please use this link: https://wkf.ms/4dTVDS7
One Human Thing
Brian Southward – Managing Director
For anyone that is involved in volunteering in children’s community sports, this is a very busy time of year. At the end of the rugby and football seasons, there are extra cup competitions and tournaments, as well as end-of-season presentation days where we reflect on the year. In a time seemingly dominated by technology and AI hype, this is a time to really connect with the children and recognise the progress in building great humans!
We often talk about being a ‘values-led’ club. We pride ourselves on our behaviours — being strong and disciplined, and supporting each other to get the best from the team — and how these are such important life skills for the children.
We recently received a flood of quality new joiner enquiries to the club from parents who had heard, by reputation, about the positive ‘culture’ we had created and wanted their children to be part of this. This reminds me very much of what we are creating at DeNovo. The quality of the people we are attracting to the group, whether dental Partners or support Partners, really shows how culture is a ‘fortress for value’. Indeed, I believe the value of culture is not just something to be preserved, but something whose value can compound over time.
As we strive to build a business where the ‘best of economics’ and ‘best of culture’ are not mutually exclusive, let us ensure that, just as economic value compounds, the value of our culture compounds too — through positivity, collaboration and support.
