He Scaled 10 Dental Practices. Now He Backs Overlooked Startup Investors | Jeremy Krell, BOAC #69

Investors said dental technology was too small. Dr. Jeremy Krell saw a sector full of problems worth solving, and built a fund focused on it. In episode 69 of The Business of a Clinic, Jared from Coherent Healthcare speaks with Jeremy, managing partner at Revere Partners, about building ten dental practices, moving into technology and backing companies in an overlooked corner of healthcare. Jeremy brings the perspective of a dentist, startup operator and investor. After scaling and exiting his practices, he worked at Oscar Health, Quip and Simplifeye before establishing Revere Partners to invest globally in dental-related software, fintech and medical technology. He recalls how dental technology was repeatedly dismissed as too niche. Quip was viewed as a beauty product, while Simplifeye's fundraising story centred on fintech. His response was to build specialist investment support for the industry he knew from the inside. The conversation then moves from founders seeking capital to clinicians trying to choose technology. Jeremy says an average private dental practice may use around 25 pieces of software, often selected without the resources or time for a structured assessment. At Revere, he describes receiving more than 1,200 applications a year and tracking 120 structured data fields per company, while investing in only eight to ten companies annually at most. His message: dental technology may be specialised, but the opportunity is not small. For clinic owners, he recommends examining the front-office journey, from a patient's first discovery through to treatment. Where are inquiries being lost? What does the schedule prioritise? Can the team see reliable performance data? His rocks, pebbles, sand and water analogy explains why a full appointment book is not automatically an efficient one. Different procedures need to fit together deliberately, with preventive care supporting a stable practice alongside larger treatments. Jared and Jeremy also challenge the role of trust in buying software. A recommendation from a friend or adoption by a large dental group does not prove that a product suits your workflows. They discuss looking beyond the demo, testing assumptions and moving on quickly when a tool does not fit. On AI, Jeremy argues that practices using it effectively will gain a competitive advantage. He also stresses the need for human judgement, attention to context and repeated evaluation as capabilities change. He describes using AI within his own fund while keeping people in charge of the process. They explore the squeeze on practices whose staffing and operating costs rise without equivalent increases in reimbursement. Jeremy's priorities include automating routine tasks, connecting systems and rethinking practice finances as prevention becomes a larger part of care. Asked for his most important growth priority, Jeremy returns to people. Train associate clinicians relentlessly, help them become effective and productive, and track performance so the owner can step back without losing visibility. CHAPTERS 00:00 Episode preview 01:00 Preview continues and sponsor: Verilo 02:00 Meet Dr. Jeremy Krell and his ten-practice journey 03:00 Oscar Health, Quip, Simplifeye and Revere Partners 05:00 Helping people and solving clinicians' frustrations 06:00 Why dental startups struggled to attract investment 07:00 Dental tech was dismissed as too small 09:00 Challenging healthcare's status quo 10:00 How should a clinic choose technology? 11:00 The practice with 25 pieces of software 12:00 Staff training and Revere's company pipeline 14:00 Start with the patient journey 15:00 Rocks, pebbles and smarter scheduling 17:00 Finding the gaps between inquiry and treatment 19:00 Understanding how technology actually works 22:00 Looking beyond the software demo 24:00 Why big-group adoption is not enough 25:00 Assessing fit and moving on from mistakes 26:00 About Coherent Healthcare 27:00 Different clinics, different workflows 28:00 AI adoption, context and competitive advantage 30:00 AI valuations and Revere's investment process 32:00 The scale of the global dental market 33:00 Consolidation and changing practice ownership 34:00 Rising costs and pressure on margins 35:00 Automation and refocusing staff on patients 36:00 Rethinking practice finances 37:00 AI, robotics, fintech and investment categories 39:00 Connecting prevention to the business model 40:00 First-visit economics and hygiene revenue 41:00 Technology and the shift toward prevention 43:00 Building a stable base for growth 45:00 Why associate training is the priority 46:00 Tracking performance so the owner can step back 48:00 People remain central in an AI world 49:00 Contact details and closing The Business of a Clinic explores how private healthcare clinics can grow by improving patient relationships, patient engagement, clinic operations, retention, follow-up, commercial systems, and the overall patient experience.