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.”
“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. ”
—Brandon Turner
HOW ONE CULVERHOUSE SENIOR IS INNOVATING
BY JEAN M. MCLEAN
D A T A m e e t s DENTISTRY