Benjamin T. Dyches, DDS, JD
I graduated from Case Western Reserve Dental School (which we generously referred to as the Harvard of the midwest) in 2003. Armed with all of the typical experiences and aspirations of a young professional, I ventured to Colorado and spent the next 8 years growing dental practices. After selling the Colorado practices, I moved to Washington state and spent a couple of years on the beautiful Olympic Peninsula practicing dentistry. From there, I dragged my poor (yet extremely supportive) wife and four children to law school, graduating from J. Reuben Clark Law School at Brigham Young University in 2015.
Dentist First, Then Attorney
The two things people hate all wrapped up in one
My clever daughter remarked after law school that being a dentist and attorney was essentially being the two things most people hate wrapped up in one. Why do it then? In short, I was on a mission. My dental practice sales turned into a legal headache and eventually, state board entanglement. I was shocked to learn how malleable a purchase agreement contract can be and that a typical procedure without adverse outcome could turn into a license sanction. I went to law school to learn what could have been done and how to protect others from a similar outcome.
Know-ing & Do-ing
Law school was great. Lawyers learn a different way to interpret the world. They are in the business of knowing abstract concepts and applying this knowledge in the interests of client advocacy. Legal services tend to be described as “counsel” or “advice,” composed of phone calls, e-mails, and their associated attachments. Legal training is all about know-ing and not do-ing. The sole requirement to give advice is that someone asks. Good legal advice, however, requires that a lawyer grasp both the legal concepts and the underlying business context. Most lawyers are weak on the latter.
My legal services are informed by my own hands-on experience, and the many do-ers and entrepreneurs I work with regularly. This world requires you to get your hands dirty. I understand because I remember what was going through my head when I sold practices, received legal notice, or state board inquiries. Throughout my legal career, I have continued to work in the practice of healthcare.
As an executive and consultant, I have experience with team management and realistic expectations. This means that, even though there are 300 things we could do to protect you and your practice, we're going to start with five doable steps that make a significant difference without overburdening you or your staff.