Blueprint for Brighter Smiles: Revolutionizing Patient Care with Heartland Dental

Heartland Dental CEO Patrick Bauer discusses the technology and teamwork molding the future of dentistry. Brace yourself for an exciting episode about how collaborative dentistry and new advancements are transforming teeth. 🦷

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• Dental Industry Innovations Leading to Brighter Smiles
• New Technology Shaping the Future of the Dental Industry

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Transcript

Heartland Dental on the Tomorrow’s World Today Podcast

0:00: Welcome to the Tomorrow's World Today podcast. 

 0:04: We sit down with experts, world changing innovators, creators and makers to explore how they're taking action to make tomorrow's world a better place for technology, science, innovation, sustainability, the arts and more. 

 0:21: And now this week's episode, in this episode of the Tomorrow's World Today podcast, George Davison, who is also the host of Tomorrow's World Today on science interviews Patrick Bauer, who is the CEO of Heartland Dental, a dental support organization with over 1700 locations across the US. 

 0:38: Patrick discusses his in depth process for idea, generation and goal setting. 

 0:42: The importance of prioritizing innovation and teamwork, groundbreaking advancements in dental, technology and offers a glimpse into what the future of dentistry may look like in tomorrow's world. 

 0:51: Now, here's George. 

 0:53: Welcome. 

 0:53: Thank you very much. 

 0:54: I appreciate it. 

 0:55: Well, I'm hoping you're gonna share some of your story with our audience today and you've had quite a promising career. 

 1:03: Can you tell us a little bit of background first about Heartland dental? 

 1:07: And what do you do? 

 1:09: And how was the company created? 

 1:11: Well, I was in dental after college, I went to a nursing home industry. 

 1:15: And then I was looking for a job and I found a small dental group in Minneapolis. 

 1:20: And I stayed in, in Minneapolis for about almost 9.5 years at that group. 

 1:25: And in 1995 I met doctor workman who's our founder of Heartland and he was, I was a president of an association meeting at the time or a group at the time. 

 1:34: And he came to the meeting and then I stayed in contact with his leadership team. 

 1:39: And so we started kind of an administrator school. 

 1:41: How do you run a dental practice? 

 1:43: How do you help a dental practice? 

 1:44: And in 1997 I was just thinking about getting another job. 

 1:48: And he called me on February 1st, 1997 said I'm looking for somebody like you. 

 1:53: And I said, why not me? 

 1:56: And so then I started up with him, I think on April 10th of 1997 and Rick doctor Workman had started the company probably in the early eighties, grew it and was in the process of selling part of his company and regrowing. 

 2:10: And so he sold 21 of his 29 offices. 

 2:13: And so when I started, we had eight offices and he wanted to do it again and thought that we could really help with our systems and how we treated doctors, how to do really well. 

 2:23: And that's then it just kept on growing from there. 

 2:25: And he's a man of his word. 

 2:26: So I was lucky enough to find a partner that respected me for my expertise. 

 2:32: But also I learned so much from him and what they do. 

 2:35: And so together we're kind of ying and yang. 

 2:38: He's good at some things that I'm not good at and I'm good at things that he's not good at. 

 2:42: So together it was a great, it worked out really well. 

 2:44: 27 years later. 

 2:46: So, and today you employ how many people? 

 2:49: 23,000 people in 40 states, 20 3000 people in 40 states, 40 states, the concept of Heartland dental. 

 2:59: So if you, you employ all these people, what is the idea behind Heartland dental? 

 3:05: I mean, what do you do exactly. 

 3:07: Well, we support dentists. 

 3:09: So,, Doctor Workman is a dentist and so he wanted to always have autonomy in taking care of his patients, but he knew it had to be an easier way. 

 3:18: There had to be a way that you didn't have to be an expert in everything, but you could concentrate on really taking care of the patient. 

 3:24: And so he grew up in a little town called Effingham, Illinois, which is 12,000 people today, but there was nobody around no real specialist. 

 3:34: So he had to figure out how to do every part of dentistry because the closest an Adonis who does root canals is an hour away or in Saint Louis. 

 3:41: And so his patient said, can you just help me, I don't wanna travel two hours. 

 3:45: And so our whole system is then based upon teaching dentists how to be the best dentist they can be to be in the communities they serve because we know if they can do all the procedures, not all the very, very, very complex ones, but the basic work well, then the communities will be served better and the dentist will be better because they don't have to worry about all the back office stuff that distracts them from taking care of the patient the best way they can be. 

 4:09: And that, then it's just we just keep on helping people. 

 4:12: So you have a lot of employees and they're not dentists. 

 4:16: This is a, so your company is a support system of services that let dentists run their practice in a better way. 

 4:25: That's exactly right. 

 4:26: So the idea was originally founded, how like was it was he, he was a dentist, he was a dentist and he was going through and struggling with these, he worked 50 hours at the chair working on patients. 

 4:39: Then he spent another 20 or 30 hours trying to figure out how to be the better business in that time. 

 4:45: He just, he just knew there had to be a better way. 

 4:48: So he started hiring that. 

 4:50: So it was in the eighties. 

 4:51: So if you think about it, that's when Ronald Reagan was president and they started adding practices because you had, you had no,, you had amortization, you have faster amortization. 

 5:02: And so he would say, well, I start a practice there. 

 5:05: He'd hire somebody, help that dentist become more successful. 

 5:07: And he said, well, look, they don't have the burden. 

 5:09: I'm taking the business side, they're doing, taking care of patients. 

 5:12: So I'll add another practice here. 

 5:13: Look, that doctor is doing really well. 

 5:15: I can support him or her and then they just do another one. 

 5:18: So he just kept on growing that way. 

 5:19: Isn't that great? 

 5:20: It is. 

 5:21: So he was,, he was a dentist. 

 5:23: He lived the challenges and the problems so he could actually communicate that to the other dentists coming along and say, let me help you because I know that's gonna be a problem. 

 5:32: You're not gonna like this part. 

 5:33: So just take care of the patients. 

 5:34: That's good innovation. 

 5:35: It is, it's amazing. 

 5:36: Maybe you can walk us back in time a little bit, you know, to, when you were in middle school or high school, talk to us a little bit about your education. 

 5:44: Well, I, I was a good student so I was, I was always in the top of the class. 

 5:49: , just because my mom and dad made me study. 

 5:52: So I had to, I had to study. 

 5:54: There was even if I was gonna work, even at, at 12 or 11, I had to get good grades and if I didn't get good grades, it didn't go well at home. 

 6:02: So, so I had to have good grades. 

 6:04: And so, and it beca it was pretty easy for me to get good grades. 

 6:07: So I was lucky. 

 6:08: Fortunate that, but, you know, we read when we were little, we read all the time because we didn't have, there wasn't a lot of TV back then. 

 6:16: So it was all, we read books after books after books. 

 6:19: So that I think that made a big difference. 

 6:21: And then as I was kept on getting older, I knew that because I had to figure out how I was gonna do it, that writing down goals is probably what changed my life. 

 6:30: I read a book when I was a senior in high school called The Magic of Thinking Big. 

 6:36: And it changed my life because I i it then talked about when you write down goals, you have a much higher chance of hitting them than if you don't. 

 6:46: And so that goal, I look at my brothers and sisters and I was probably the only one that had written goals. 

 6:52: And that made a big difference in my life because I knew what I, what I wanted. 

 6:56: I wanted, I knew at some point literally when I was 17 or 18, I said I wanna run a company someday. 

 7:02: I know I want to do that. 

 7:03: I wanted to be in health care, but I didn't know if I was going to be because my dad was in health care. 

 7:07: So he was an ambulance driver and then he started an ambulance association and ran it for a hospital. 

 7:13: So that's what he did for a living. 

 7:15: And it was kind of cool because he was in medicine and he was running, you know, a particular department at a particular hospital. 

 7:21: And so I always was interested in that. 

 7:23: And so, but the goal writing probably is what, what separated me from, from others. 

 7:29: And then can you take me back to? 

 7:33: What was your first experience with work? 

 7:35: If I remember correctly, you were pretty young, walk me back through that again. 

 7:39: Would you please? 

 7:40: Well, I wasn't gonna get any money from anybody. 

 7:43: So I had to make my own money, whether I wanted candy, whether I wanted to have new shoes. 

 7:49: So I had to figure out ways and I remember the Lions club when I was probably 11, 11 or 12 and the lions comp came and they were gonna do a, like a circus in town. 

 8:00: So we had to call people to look for donations for the circus to come to town. 

 8:04: And so I did that because I had to make money. 

 8:07: And so we, we, I would call people and I was actually like the number one sales guy which at 11 or 12 years old, I had a paper route which was not fun because you had to get up really, really early in the morning. 

 8:20: But but I had to do it and I couldn't get bad reports. 

 8:23: I couldn't have, you know, they couldn't complain about me not showing up. 

 8:27: And so my parents were pretty strict on making sure you do do what you say you're gonna do, don't just say you're gonna do it, but you have to follow through. 

 8:34: So they were pretty clear with the rules. 

 8:37: The rules are, if there's a problem you probably caused it. 

 8:40: So you better shape up. 

 8:42: And so that discipline helped me. 

 8:45: I didn't always like it, but that discipline at 1112, 13, that I had to, we had to clean our room every day. 

 8:52: We had to, you know, because my mom and dad were both working and if they came home, the house wasn't clean, it wasn't a good, it wasn't a good day. 

 8:59: So we had to, we had to do a lot of work. 

 9:00: So it was, it was a lot of work. 

 9:02: But so they were very loving too. 

 9:04: So it wasn't like, yeah, they were or they wouldn't have held you accountable. 

 9:08: Right. 

 9:08: Exactly. 

 9:08: They love me and that's why they did it. 

 9:10: Of course. 

 9:11: So, just from, you know, the perspective of parents holding us accountable and when we're younger, that's a real thing. 

 9:19: You know, eventually we learn how to hold ourselves accountable. 

 9:24: How about,, did you have any mentors? 

 9:27: Every place I worked, I had a mentor. 

 9:30: So everywhere that I went either was an outside person. 

 9:34: So Don Clay was a, a guy, I'll never forget when I was at Metro, the first dental group I was with for 10 years. 

 9:42: He was my mentor. 

 9:43: He helped me understand how to lead people. 

 9:46: Before that. 

 9:47: It was Betty Clark who was at red line Medi Mart where I was, she helped me understand how to become a better manager, a better supervisor. 

 9:55: She taught me class, put me through classes to be the best that I could be. 

 9:59: There was always a mentor wherever I worked. 

 10:02: Rick's my mentor was my original mentor, but now I have doctor Gerald Bell who's 85 and he's just wisdom. 

 10:09: And so I still meet with him once a quarter to help me think through my issues through my problems. 

 10:14: But having a sounding board to just talk to somebody that I, that I know trust that I can trust and is not gonna judge me. 

 10:22: It's a big deal. 

 10:23: I mean, in other words, I didn't report to them all the time. 

 10:26: They were just somebody that I could talk to about what are they doing with their career? 

 10:30: How should I, you know, act in different areas in different ways? 

 10:33: And that, that helped me almost every time. 

 10:36: Yeah, I mean, that, that's a beautiful thing when mentors are in your life and they care about you, they're trying to help you, you know, make a better track it's a selfless act. 

 10:46: Right. 

 10:46: They're people who are donating their time and wisdom. 

 10:50: It's beautiful. 

 10:52: Let's go back to high school for a minute. 

 10:54: And,, if you could think of one thing to do over again in high school or maybe your early college days, what would it be? 

 11:02: And if you could think in terms of like your career development, you know, I, I don't like to look back and say, I wish I could have done that. 

 11:10: The only thing I didn't go to a traditional college. 

 11:13: So I went to two years and then I had to go later and if I had to do all over again, I wish my parents would have said no, go to it for a year now. 

 11:21: And so it kinda, it kinda step, took me a step back because I say, ok, you don't have a degree. 

 11:27: So then, then I'm like, ok, how am I overcome that? 

 11:29: Because I have to go to school eventually. 

 11:31: So that two year probably would have been, probably, I would have been better off going on at a four. 

 11:36: But I don't know if I'd be here today. 

 11:37: So it's hard to, it's hard to judge it because it also gave me focus to make sure I was building my skills at a different level and, and really digging into, I read every book I could possibly read. 

 11:47: I, I listened to and watched everything I could about being the best leader you could be and this best person you can be. 

 11:54: And I think so that I probably tried to overcompensate for some of that. 

 11:57: , but my parents, you know, like, well, good for you. 

 12:00: You're at least going to school. 

 12:01: So they were, you know, you do whatever you wanna do type of people. 

 12:05: And,, so I think I would have done if I would have done it, I would have done that differently. 

 12:09: I think. 

 12:10: So if I was a young guy looking to maybe run a company one day, you know, did you have a couple of things sticking out in your mind? 

 12:18: What would be your recommendations, writing goals. 

 12:22: So the first thing is having now I have what I call the seven domains of happiness, which is what Doctor Bell would talk about. 

 12:28: But really having very clear specific goals, smart, specific measurable, attainable return on investment and time parameter. 

 12:36: What do you want to do in the next 12 months? 

 12:37: So every writing down 10 things that I wanna accomplish, Only one can be about money. 

 12:44: So it's not just about money, it's about being a better person. 

 12:47: So having written goals is the first thing. 

 12:49: Second thing is be the best in the job you are today. 

 12:54: So in other words, people are always telling me, well, I'd like to be that job someday. 

 12:58: Well, you gotta be the best at this job that you're in today because if you do that. 

 13:03: Well, you'll be recognized. 

 13:04: People know people who really do their job. 

 13:07: Well, they're, they're looking for people because everybody's looking for better people. 

 13:11: And if they have somebody in front of them because they do a great job, just be the best. 

 13:14: You can be in the job that you have. 

 13:16: You can't worry about the next job because you don't have it yet. 

 13:18: But if you're the best at that. 

 13:20: So I've never had to ask for a raise. 

 13:22: I've never had to ask for a promotion because people recognize I just was gonna be the best. 

 13:27: I could be at the job that I have today and be very clear about what my expectations are and over exceed them. 

 13:32: That's really the only two things that I would recommend. 

 13:34: You gotta, and you gotta love life. 

 13:36: I mean, you gotta have fun. 

 13:38: Yeah. 

 13:39: Excellent. 

 13:40: In the world that we operate in, we were, we realize this, the world we're in is not perfect and we fail at certain things. 

 13:48: Surely you had some difficult challenges when you were in school, walk us through one of your failures of any type. 

 13:56: And how did you climb on top of that failure and keep moving through life? 

 14:03: I probably should have been fired a few times in my life. 

 14:07: Well, for screwing off at work and I've had people who, who gave me a second chance and, but I screwed up like whether I be I smoked dumb, but I used to smoke and,, and I would smoke and take a smoke break when I probably shouldn't have and I should have been fired and the guy gave me a break. 

 14:26: And so I didn't wanna make that mistake again because he didn't have to give me another break. 

 14:30: He just did. 

 14:31: And so so I, I, that failure of having them tell your parents and going home and having to say, yeah, I should be fired. 

 14:41: And your dad and your dad saying, yeah, you should be fired and having to say, but I'm, I'm gonna try harder next time. 

 14:47: You know, it's all I can do because I really screwed up in the, it's in the past, but I screwed up and that guy gave me another chance and he didn't have to. 

 14:55: And so I, I didn't want to let him down again. 

 14:58: So good stuff that's growing up stuff, right. 

 15:04: And let's say, in a company or a team, people often have many ideas for ways to improve things or solve a problem. 

 15:14: How do you or how does Heartland dental select and prioritize which ideas to pursue? 

 15:21: And which ones to leave on the back burner? 

 15:24: Oh, it's probably what we spend the most time on is I, we start a process for our planning in August for the next year and that August 1 starts with all the managers and throughout the whole company. 

 15:37: So we have a practice manager in every practice or 717 175 practices today, something like that. 

 15:43: And then you have all the managers and supervisors in the support office. 

 15:47: And so what we ask them is, hey, what do you think the problems that we need to solve in the company are and what ideas you have to try to solve those? 

 15:55: So we get all of that information first. 

 15:58: Then we gather all that. 

 15:59: We all read it all and say, OK, well, now we go to the directors. 

 16:03: So the directors, we meet with the directors at an off site for two days and say, OK, what, now that you've read all this information, we also have them go out to the external environment and say, OK, what do you see that's coming at us that we need to solve for? 

 16:16: So what's changing, what technologies are changing? 

 16:18: What's the tomorrow thing that's gonna hit us and what do you see that we can do? 

 16:23: And so we listen to them, we have them write down what they think our top 10 goals should be for the year. 

 16:29: So then we take all that information, then I get all my V P S together and I've got probably 25. 

 16:35: So then we say, OK, you guys have heard what the managers and supervisors said, you've heard what the director say, what do you guys think we should come up with one of the ideas that we have that. 

 16:44: We should, we should work on that you've heard. 

 16:46: And then we get just my team and we might do the final prioritization of all of that work on what we should accomplish. 

 16:54: And then we set our top 10 goals now that then relates down to every human. 

 16:58: So then every human has their own top 10 goals. 

 17:01: So if you think about it, I have 23,000 people times 1010 goals, that's 230,000 goals in our company and everybody wants to achieve their goals. 

 17:10: And so that's where it becomes tricky because they wanna do it. 

 17:13: But the priorities of the company are these 10 things. 

 17:16: So how do they fit these into these? 

 17:20: And so it's a whole process that we go through and then we, each team then reviews their top 10 goals. 

 17:25: So everybody knows what they're working on and then we review our goals with the directors and the vice president. 

 17:30: So it's a whole, it's a whole process. 

 17:31: It's a great process. 

 17:33: I see some things hard, but you're really lifting people across the board because they're, they are able to attain goals and they're, and they're trying to, and everybody, everybody is trying to do their best. 

 17:43: And so we wanna help them become successful and that's what it helps us do because some people haven't been taught to do goals. 

 17:49: You're bumping into those people in the world too. 

 17:51: They don't wanna do it. 

 17:55: So how about teamwork, how important is working together as a team at Hartland? 

 18:02: Well, my only job today is to make everybody work hard, smart and together. 

 18:07: So all I can do is say here's our mission, here's our vision and here's our core values and we're gonna constantly live those. 

 18:14: So I'm trying to celebrate the core values that, that we have, that everybody's living by. 

 18:19: And I'm gonna try to figure out how to make people work together. 

 18:22: So we use one of my I don't know if he's a mentor, but I've read every one of his books and I follow his system as Patrick Lencioni. 

 18:30: Patrick Lencioni is five dysfunctions of a team. 

 18:33: And so my team once a quarter gets together and we talk about our dysfunction. 

 18:38: How do we work together? 

 18:39: How do we make sure that we're communicating? 

 18:41: So we have that quarterly every Monday. 

 18:44: I have a team meeting with my team and we make sure that we're communicating what they're doing every Tuesday morning, all of the V P S give a two or three minute synopsis of what they're working on for the week. 

 18:56: So now all 25 V P s are hearing everybody talk about what they're working on. 

 19:01: So there's no surprises. 

 19:02: There's no, I didn't know you were working on that. 

 19:04: I'm working on that and then there's no, there's a lot more communication and even with that, we screw up. 

 19:10: So we, we're, we're and I have one on ones with everybody. 

 19:12: So it's a, it's trying to make sure. 

 19:14: And we actually, he has a score sheet on the five dysfunctions are trust, which everything starts with trust, conflict, accountability, results oriented and commitment. 

 19:27: So those things have to happen in the team. 

 19:29: And so we talk, we actually grade ourselves. 

 19:31: Do we have trust, do we trust each other? 

 19:33: Because we don't trust each other. 

 19:34: Most of the time when you don't trust each other because you don't know each other. 

 19:37: So once you start to get to know somebody, you have a hard time not liking them because they have the same struggles I have, we all have our own issues. 

 19:44: We all have do our best. 

 19:46: And so once you get to know somebody like they wouldn't know that I have 16 kids. 

 19:50: They like, oh, you have a different perspective. 

 19:52: I came from the single child that it just, it brings the that togetherness and then conflict. 

 19:57: Conflict is really important. 

 19:58: We want conflict. 

 19:59: I want people. 

 20:00: So I try to figure out, ok, I think you have a better idea. 

 20:03: Everybody needs to tell me their idea and it's not a democracy, but it is, I want everybody's opinion. 

 20:09: If it's not a consensus, I'll make the final decision. 

 20:12: But I want everybody's opinion because I need the truth to make contribution and effort, making teamwork happen. 

 20:18: It's the hardest thing is, is to make sure people are working hard, smart together. 

 20:23: Not easy, not easy. 

 20:25: , so we have all these employees you're growing, you're a growing company, correct? 

 20:34: How important would you say? 

 20:36: , when you're looking at a potential new hire, are you looking at work, history, academic accomplishments? 

 20:47: What, what are, what are some of the things on the priority list that you're looking for? 

 20:52: Well, I've, I've been taught by Doctor Bell that there are three things every job has and that's technical skills. 

 20:58: So do they have the technical ability, stem, stem and do they have the, the ability to do math? 

 21:06: All the technology engineering? 

 21:09: Do they have whatever that job takes? 

 21:11: Do they have the technical skills to do it? 

 21:13: If you're a dentist, you have to have a dentist license. 

 21:15: If you're a hygienist, you have to have a hygiene license. 

 21:18: And so if you're not, if you're a marketing guy, you know, gal, do you have what it takes to do the marketing? 

 21:23: Do you have the experience in marketing to know that you can do that technical side of the job? 

 21:28: Then the second one is commitment skills, the ability to focus at work and work ethic. 

 21:31: So I might ask questions to people of, when do you have your first job? 

 21:35: Well, if it was, when you started college, your work ethic is gonna be tougher. 

 21:40: But if you started when you were 11, I don't have to worry about it. 

 21:42: I know that person's gotten feedback about work ethic. 

 21:46: So they started when they're 1112, 13, well, then I know that they had responsibility from outside the home. 

 21:52: Somebody's giving them feedback as to how they're performing. 

 21:55: Farmers have it automatically. 

 21:57: So if you grew up on a farm, you have work ethic because you had to get up at four o'clock in the morning and do whatever you have to do to, I, I'm, I'm a city boy so I didn't have to do that, but I had to have a milk and the cow, the egg. 

 22:09: And then the third thing is personnel and leadership skills. 

 22:12: So now I'm looking at what's the personality? 

 22:14: Do they have extreme behaviors that I need to be aware of? 

 22:17: Do they? 

 22:17: Are they gonna yell at people because we have a rule. 

 22:20: If you're not nice, you can't work here. 

 22:21: So you have to be nice. 

 22:22: That doesn't mean you don't have conflict, but you can't be a jerk. 

 22:25: You can't yell at people. 

 22:26: You can't swear at people. 

 22:27: You have, I'm trying to find out if they have extreme behaviors, whether they're, whether they're too nice, whether they're too mean, whether they're too entrepreneurial. 

 22:36: In other words, you can have two higher goals and you, you are trying to look at me, I'm really important. 

 22:41: I don't want that either or you're too afraid you're voider. 

 22:44: You don't want to talk about things. 

 22:45: So this I'm looking for what extreme behaviors people have and if they don't have them, then they're likely to be a match culturally because they're not going to extreme behaviors really affect the ability to work together, whether they're gonna be a loner and they're gonna just do their own thing. 

 23:02: I can't have that. 

 23:03: So I'm looking for extremes that they might have, might act in, in certain ways. 

 23:07: Excellent. 

 23:08: So, there are a lot of future jobs out there at Heartland and gosh, we, we are hiring that they're hiring. 

 23:17: All right. 

 23:18: So last question, what do you think the next big innovation is going to be in your industry? 

 23:24: Well, cured, not just started. 

 23:26: So that ability to change small lesions where you don't ever have to have a filling is a massive change. 

 23:34: So you get two A I on X rays. 

 23:37: So now, right now there's probably only 10% of the dentist, maybe not even that much that have A I in their X rays, but is reading off of millions upon millions of x rays. 

 23:48: So it knows what the K is and what it's not. 

 23:51: And so that's gonna be a massive eventually, every dentist in America will have A I on their X rays. 

 23:57: And there will be no difference between seeing that dentist, that dentist, that dentist or that dentist, they'll all see the same decay. 

 24:03: Well, that changes things for patients because now they know they're gonna be treated the same, they're not gonna be. 

 24:09: This guy is not looking for money. 

 24:11: It's very clear because sometimes they think dentists are just doing it for the money when everybody is different, you could get the wrong diagnosis from one to another. 

 24:19: It's not purposeful, they just read it. 

 24:21: Exactly. 

 24:22: There's all kinds of things that can happen. 

 24:23: And so you have, you have much more consistent, didn't care throughout the United States. 

 24:28: Plus you throw a cur Kadon. 

 24:29: Now, I don't, I can stop decay before it grows too big. 

 24:33: Koon is a, a peptide that is put on a small when they say watch the, the filling before it gets too big. 

 24:42: That's when you put it on it and then it basically grows enamel back so that without having to put a filling in without having any any drilling or any shot, it's, it's gonna change everything. 

 24:54: So it's kinda like back in the day when they discovered that if you put fluoride in the water, you don't get as many cavities. 

 25:01: That's a major innovation in the dental industry and it's great to hear you're starting to get that spread out to the world. 

 25:09: Well, it's gonna be amazing. 

 25:10: Pat. 

 25:10: Thank you so much for coming in. 

 25:12: I appreciate you having me. 

 25:13: Really. 

 25:13: Thank you very much. 

 25:14: Appreciate it. 

 25:15: Well, everybody that's another edition of Tomorrow's World Today. 

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