The Executive - Spring 2015

When senior Brandon Turner analyzes patient no-shows, this management and marketing double major is not simply completing classwork while pursuing his specialty in health care management. Turner is using what he has learned to uncover better ways to serve the patients of his employer, Kenneth W. Chancey, DMD, of Enterprise, Alabama.

Years ago, when Turner told Chancey of his dentistry career aims, Chancey first suggested he intern in the office during college breaks. When those sessions went well, this family dentist made an additional offer.

“Son, I’m going to teach you what they don’t teach you in dental school – how to run a practice,” Chancey says.

Turner’s subsequent local and long-distance work for Chancey focused on day-to-day dental office operations. He observed processes, analyzed efficiencies and researched potential technology updates and other overhauls. Chancey welcomed his mentee’s initiative, eventually authorizing Turner to introduce a new phone system, computer system and digital charting process. Turner also suggested human resource and management changes that improved employee morale and performance.

“Dr. Chancey has entrusted me with incredibly important data,” says Turner.

“After I had worked there awhile and
he saw I was so eager to learn, he told
me I’d make a good dentist but a much
better manager. I knew he was right.”
Turner realized his biggest
contribution to patient care would be
through his Culverhouse College of
Commerce knowledge and talent for
management, marketing and analytics.

“We’re taught to keep digging deeper,
and if one solution doesn’t work, to
keep trying to find something that will,”
Turner says. “In health care analytics,
we can never stop investigating and
never stop improving. It’s all about
what we can do to improve the quality
of care. You’ve got to keep your patient
in mind. My question is how to develop
efficiencies that benefit everyone — first
the patients, then the doctors — and then
the employees and overall financials
My job is to help the dentist serve more
patients without working more hours.”
Turner has also used his
Culverhouse-acquired skills to help
Chancey boost practice branding,
enhance employee benefits, track
appointment confirmations, maximize
supplies and invest capital. Turner finds
the science of management particularly
rewarding, since he believes his work
frees up more time for Chancey to focus
on patient care.

This 2015 spring graduate hopes to pursue his MBA and master's in health administration while continuing his long-distance and virtual relationship with Chancey. His plans include promoting Chancey's expertise in sleep apnea and appliances for temporomandibular joint disorder, along with his award-winning other services.

“We just got voted the No. 1 dentist in Enterprise,” Turner says. “Since Dr. Chancey has practiced nearly 40 years, my goal is that when he does want to retire, a new dentist could come in without having to update anything.

That goal would segue well into Turner’s long-term objectives.

“Eventually, my dream is to start a dental management company that merges all the behind-the-scenes concerns, so that the individual dentists can focus on direct patient care. Then it’s a win-win for everyone.”