Zingaro, Fidler, Wolfe and Company proudly announces the formation of a strategic alliance with Deans Executive Search & Consulting, LLC.

Zingaro, Fidler, Wolfe and Company proudly announces the formation of a strategic alliance with Deans Executive Search & Consulting, LLC.

 Company to expand and continue high-quality, value-added partnerships built since 1988.

Austin, TX – November 15, 2017 – Zingaro Enterprises, LLC dba Zingaro, Fidler, Wolfe and Company, today announced the formation of a strategic alliance with Deans Executive Search & Consulting, LLC.

Larry Deans brings extensive work experience in the healthcare industry in senior level leadership roles in Human Resource and General Management with Baxter Healthcare, BASF Pharma, Beverly Enterprises, US Oncology, Golden Living and Avalon Healthcare.

The alliance with Larry Deans and his organization represents a strategic decision to expand our capabilities to continue to meet the growing demand for Human Capital services for our client partnerships. The combination of these two firms will enable the company to increase the level of customer service while expanding into additional segments of the growing healthcare and life-science markets.

“We’re proud to take our expanded organization to a ground-breaking new level,” said Ron Zingaro, Managing Partner. “By increasing our capabilities and leadership team, we will continue to provide our existing client partners the same high-quality service that we have built our reputation on, while being able to accommodate the growing demand for human capital services to this industry sector. We will continue to innovate and provide value-added services to our trusted clients. The alliance with Larry Deans is accretive to our goal of being viewed as a market leader and innovator in serving the healthcare and life sciences industry”.

Larry Deans stated, “Ron Zingaro and I have known each other personally and professionally for more than 40 years. I can say without hesitation that Zingaro is one of the best firms I have worked with in supporting the critical goal of attracting, developing and retaining top talent. Ron and I share a passion for delivering high-quality, value-added services to our clients. We also share a commitment to professionalism, uncompromising ethics and integrity and treating people with dignity and respect.”

As market leaders in the search and selection of senior talent in the healthcare and life science segments, Zingaro, Fidler, Wolfe & Co and Deans, Executive Search & Consulting, LLC, will assist companies of all sizes improve overall performance and value. By using our combined 90+ years of healthcare and life science senior leadership experience, proven record of building world-class teams and, a vast network of contacts and relationships, we are poised to quickly add significant value to our client partners. With services ranging from filling C-Suite and Board positions to consulting on a broad range of organizational topics, the partnership will provide valuable insight coupled with proven techniques that produce and deliver outstanding results for our clients.

Zingaro, Fidler, Wolfe & Co and its predecessor company, Zingaro and Company, have been in business since 1988 serving the healthcare and life science markets and have helped recruit over 700 business leaders.


For questions or inquiries, please call 512-327-7277 or email


Executive Job Opportunity


The Company
A network of 250 facilities including more than 1,000 physicians and advanced practice clinicians across Kentucky.  Providers represent more than 85 specialties including primary care and family medicine, internal medicine, osteopathic medicine, emergency medicine, general surgery and a wide range of surgical specialties offering advanced treatment and care

Scope of the Job
The Vice President of Operations will be located at Corporate Headquarters in Louisville, KY and will report to the President.  The Vice President of Operations is responsible for the day-to-day operations of the Medical Group.  This position will provide hands-on leadership ensuring consistent service level throughout the service areas, with a penchant for detail and flexibility in supporting the physicians, employees and patients, resulting in a high level of patient and employee satisfaction.  In collaboration with the Senior Management and Leadership Team, the Vice President of Operations will serve as a resource to help reduce costs, enhance revenues, and achieve effective utilization/quality goals/objectives across the service area.

The VP of Operations is expected to be knowledgeable about healthcare reform including value-based care, accountable care, population health management and patient-centered care that impact physician practices, reimbursement and relationships/alliances hospitals, surgery centers, insurance companies and regulatory agencies.

A strong financial acumen is required for this role as well as a thorough understanding of general office procedures and general accounting principles.

Responsibilities Include

  1. Works well with physicians and administrative colleagues; creates and fosters a culture of teamwork and professionalism.
  2. Develops and fosters collaboration with the medical group, hospital leadership, and all other affiliated services to ensure an integrated approach to providing services and fulfilling the mission statement.
  3. Overseas the operation and service delivery of the practice sites including productivity and staffing.
  4. Establishes clear accountabilities and performance metrics for each practice site; educates and updates physicians and staff on performance metrics.
  5. Identifies opportunities for achieving productivity standards for each practice and assists in the development of plans to implement changes to improve efficiencies.
  6. Develops measures with benchmarks of operational and financial performance, regularly monitors performance and identifies opportunities to increase revenue.
  7. Works with Patient Financial Services to ensure that the billing department is operating at an optimum level and provides clear communication to the physicians relative to individual billing matters.
  8. Participates in strategic planning and decision making.
  9. In partnership with Human Resources, ensures consistent on-boarding of new practices and providers.
  10. Stays apprised of the on-going physician needs and makes recommendations to the annual recruitment plan based on access issues and organizational strategy.
  11. Responsible for compliance and legal issues both state and federal regarding all regulatory matters.  Areas include but not limited to: HIPPA, OSHA, CMS, OIG and network organizational integrity.
  12. Provides training and other professional development opportunities that improve staff competency levels and equip staff in meeting established job standards.  Included in this ensuring staff’s understanding of financial and operational performance and results of their practice.
  13. In partnership with the Marketing Department, identify opportunities and strategies to increase awareness and market share of the network based on award winning clinical outcomes and the mission focus.

Candidate Requirements

  1. MBA or MHA other applicable graduate degree.
  2. A minimum of twelve (12) years of demonstrated experience managing large complex organizations  or senior practice manager/administrator of physician practices in multi-specialty or primary practice with sub-specialties to include hands-on experience in  finance, marketing, legal, recruitment and revenue cycle management.
  3. Knowledge regarding value-based ambulatory healthcare.
  4. High degree of experience and demonstrated success in conflict management, strategic thinking skills, critical and analytical thinking and collaborative competencies.
  5. Excellent analytical skills.
  6. Excellent written and oral communication skills.
  7. Possess interpersonal/listening skills to interact effectively with individuals of all backgrounds, experience and educational levels.
  8. Possess strong business/financial acumen (the knowledge and understanding of the financial, accounting, marketing and operational functions).
  9. High-energy, results-focused forward thinking process improvement professional with strong leadership skills and an ability to develop effective relationships through influence.
  10. Proven ability to drive process improvement and develop employee engagement.
  11. Demonstrated leadership abilities and ability to drive change as well as the ability to motivate others to adopt a culture of continuous improvement.
  12. Strong knowledge of statistics, data analysis and work flow design is necessary.
  13. Ability to deal with ambiguity, navigate through the gray and deliver solutions developed in collaboration with others.
  14. Critical thinking skills and ability to ask questions that expand conversations and deliver unique and impactful solutions.
  15. Strong business/financial acumen and ability to understand organizational business drivers, both internal and external and a propensity to be data and metrics driven.
  16. Excellent organizational and interpersonal skills (written, verbal, listening, coaching, and facilitation) with demonstrated ability to navigate successfully in a fast-paced, multi-tasking and dynamic organization.
  17. Customer service orientation, with patient-centric concept of service excellence.  Proven ability to create an environment that leads to an exceptional patient experience.
  18. Exceptional relationship building and relationship management skills.  Possesses the ability to relate at all levels of the organization.  Requires an executive presence.
  19. Understands physician relationship dynamics; has the professional demeanor and interpersonal skills to earn the respect, confidence, and support of physicians.  Personal qualities of accountability, credibility, and trustworthiness will be key to establishing a working rapport.
  20. Possesses a sense of urgency and proactive problem solving skills.
  21. Demonstrated ability to analyze problems and opportunities, identify alternative solutions that are creative and innovative; project consequences of proposed actions, and implement recommendations that support the organizational goals.  Proven ability to effectively lead complex organizations with multiple stakeholders.
  22. Change management experience – requires the ability to separate the urgent from the important, manage time-sensitive projects, and competing priorities.  Individual must be comfortable in an environment characterized by rapidly changing priorities, inherent complexity, with demanding timelines, and multiple stakeholders.

A compensation package will be designed to attract outstanding talent and will include a base salary, commission and an attractive benefits package.

Tracy Wolfe
Zingaro, Fidler, Wolfe & Company
(512) 327-7277
(512) 785-8856

DSO Human Capital – Marketing

Co-Blog post with Tusk Partners – Perrin DesPortes

Wisdom & Wandering from the Herd: Human Capital – Marketing
Posted by Perrin DesPortes on Aug 29, 2017 8:11:19 PM

“Leaders of companies that go from good to great start not with “where” but with “who.” They start by getting the right people on the bus, the wrong people off the bus, and the right people in the right seats.” ~Jim Collins, Good to Great

We’re going to take a slight break from our normal discussions of ROI, growth rates, scale and finances to delve deeper into the most important capital in your business – human capital.  All of your Key Performance Indicators (KPIs) don’t add up to much if your team can’t execute the plan, so we’re going to talk about five critical roles in the typical DSO and how the responsibilities of each need to scale right along with the person who is accountable for it.

Like many of you, I tend to rely on industry experts who walk and talk this stuff every hour of every day, so I’m fortunate to have Jon Fidler of Zingaro, Fidler and Wolfe as my industry expert in this series.


The importance of having the right people with the right capabilities in the right roles

If you follow successful business leaders, they all have one thing in common.  In one form or another their advice is to hire people smarter than you, then stay out of their way.  This is no different in the DSO world.

Undoubtedly, there comes a point in running your own business that you can’t do everything.  This moment becomes somewhat of a tipping point.  Having the right people in the right place allows you to scale the business and, maybe even more importantly, leverage your time.

When we make the correct hires, there can be many positive, lasting impacts.  From increasing the bottom line to creating a positive company culture to reducing turnover, the results can be felt both economically and strategically.

The state of the Dental Industry in its current form

The only thing predictable in our business is change.  It’s inevitable.  As most studies show a favorable growth trend for the industry overall (population growth, aging demographics, better dental education amongst the population, improved technology, etc), no segment is better equipped to handle that growth than DSOs.

As growth occurs, so do the challenges (and opportunities) for the leaders of these organizations.  The key to separating your DSO from others: YOUR PEOPLE.

Examination of a specific role: Marketing

In simple terms, marketing is any touch point (advertising, referral, social media, patient experience, etc.) your organization has with a potential patient.  Marketing can be different depending on the needs or wants of each individual group, but the common end goal is to increase profit for your business.

Below we will examine the different “typical” roles of the Marketing department and what they entail.  As your DSO grows, so do the roles and responsibilities of each leadership position within your organization.

Marketing in a group practice of 3 to 5 locations:

Marketing Coordinator/3rd Party – For most groups in the 3-5 location range, marketing is “outsourced” to a 3rd party vendor or multiple vendors.
Roles & Responsibilities – These companies work directly with the owner/doc in website design, print materials and social media. They are typically “dental specific” and can assist with general, non-custom campaigns and ideas.
Key metrics & focus – New patient acquisition and short-term campaigns (free whitening, low cost initial exams, etc.)

Emerging Market DSO of 5 to 15 locations:
Director of Marketing – Work with the owner/doc in developing a brand strategy that can be used by each location to streamline messaging and brand and leveraging buying power.
Roles & Responsibilities – Focus on centralizing the brand strategy and efficiencies of marketing with internal ideas, initial data and results.
Salary scale – $44,000 – $82,000 depending upon variables.
Key metrics & focus – New patient acquisition, budget responsibility and developing comprehensive marketing plan.

Established Platform DSO of 15 to 50 locations:
Chief Marketing Officer (“CMO”) – Oversees and incorporates the overall strategy, implementation and vision of the marketing initiatives.
Roles & Responsibilities – Focus on strategy/direction with ability to envision the future needs/wants of the organization and how to implement into overall operations; find areas of optimization and efficiencies.
Salary scale – $128,000 – $284,000 depending upon variables.
Key metrics & focus – Hard ROI and analytics correlating all marketing efforts and their impact on bottom line profits & production.


The loyalty conundrum: when promoting from within creates recruiting issues

We are seeing many instances where promoting from within is causing issues from a growth and organizational structure standpoint down the road.  It is very easy to promote those that have been with you from the beginning.  It helps with morale and keeps employees motivated while also minimizing turnover and limiting salary increases.  However, this can come at a cost.  At some point the capabilities and experience needed to keep up with your growth will outweigh those skills of your people who you have promoted into VP or C-level positions.  This will ultimately put you at risk when you decide that, in order to continue to grow, you need to bring in someone from the outside with a track record of performance, vision and growth.

Finding the right talent and the right fit for the right price

There are many factors that go into hiring your executive level team, and far too many are unforeseen.  Are you sure you are getting the right person for the right job?  How are you able to know the qualifications of the candidates you are looking at are in-line or better than what your competitor may be hiring?  Are you getting a good value?  Are you strategically thinking about the impact that this person will have on your organization not just today, but 3-5 years from now?  Is the amount of time you are investing into the recruitment of this position worth the exchange of things that are getting neglected?

As you scale your business, it becomes critically important to have the right people on your bus and in the right seats.  Most of the time, the “right” person isn’t already in your network, so lean on someone like Jon to help you craft the job description, salary range, and experience level for the role, then help you find the right person to take your business to the next level.

To continue discussion on these topics or any others related to trends in our industry, please feel free to contact either perrin@tuskbrokerage.com or jfidler@zingaro.com.    TUSK is a practice brokerage, strategy and M&A advisory firm specializing in the dental market.  Zingaro, Fidler, Wolfe & Co.  specializes in partnering and advising DSOs and Groups in their search for executive level talent.
TUSK will be a featured presenter at the DEO Associate Summitin Houston, TX on November 4th where we will share “Compensation & Equity Structures for Associate Retention.” We hope to see you there as well!

Taking Charge of Hiring Your Leadership Team

As a leader in your DSO, one of your most important responsibilities is the hiring of your team. On a professional level, having the right leaders will allow you to scale and grow with confidence. On a personal level, it allows you to leverage your time and get back to doing what you enjoy.

As your business evolves and expands, so will the importance of your hiring decisions. This can be the most pivotal time in determining the direction of your organization. Arguably, there are no bigger decisions than the leaders with whom you surround yourself.

We’ve all been guilty of hiring someone that was not our ideal candidate. Whether we were in a hurry to get the role filled or we simply didn’t attract the right candidate, we have all been there. Unfortunately, we have also seen the damage this can cause.

So where do you look for assistance when it is time to hire? Retained executive search consulting firms are a great start.


Creating the Vision – Create a specific vision for the role. In this evolving world of the DSO, there is no “one-size-fits-all” when it comes to defining your opportunity and what you feel is needed. Whether it is a C-level position so that you can get back to doing what you enjoy and are good at, a VP of Marketing to help acquire new patients or a Regional Director position that has opened due to a departure, you want to make sure you are clear in your expectations of the role.

Start with Ideal – Stay focused on what getting an A-player can do for you and your team. If the position is for a senior level leadership member, know that they will significantly impact the future of the organization. From culture to strategy, the ideal candidate must be aligned with your vision. Far too often, owners/hiring managers feel like speed is the most important part of filling a role. They are so concerned with getting a “body” into the position that they settle on what might not be an ideal candidate. This type of thinking is almost guaranteed to have negative repercussions.

Seek Assistance – It’s okay to ask for help from an expert. When establishing a relationship with an executive recruiting firm, fit is a big part of it. Do you like them? Can you trust them? Do they have history and experience? Do you value their opinion? When you meet with an executive search firm, make sure that they want to dig deeper into the position and your organization.


Retained executive search consulting firms tend to be used when looking for senior level management positions. They can play a major role in finding the most qualified candidates. True game-changers are helping others build their dreams and not looking for jobs. Your executive search consulting partner will find these types of candidates.

Retained firms differentiate themselves by the following:

Combining experience, performance and reputation – They should have in-depth knowledge of the industry and possess a successful track record.
Becoming part of the team – They are only successful when you are successful. A reputable firm will spend time getting to know your group, the specifics of the opportunity and, most importantly, your culture.
Finding the right “fit” – They follow the quality over quantity method when presenting candidates. They help eliminate the inefficiencies of the application process and allow you to focus on only the most qualified candidates.
Easing the burden – They will assist in all aspects of the search from sourcing candidates to assisting with salary negotiation. This can be an invaluable time and frustration savings allowing you to focus on what you do best, leading your team.
Partnering for years to come – An effective firm should offer guarantees ensuring they have found the right fit. They intend to partner with your group for many years to come.
As your DSO grows, so does your need for assistance. You simply cannot do it all.

At Zingaro, Fidler, Wolfe & Co. we are uniquely positioned to assist in your search for senior level leaders. Combining our experience in the dental industry with over 28 years and 600 successful executive level placements, we are poised to ensure you find the right leaders.



If you are looking to grow your senior level leadership team or would like more information, please contact Jon Fidler:

Phone/Text: 512.550.8604 or 512.327.7277
Email: jfidler@zingaro.com
Web: www.zingaro.com