For SGA Dental Partners, growth has never been about adding locations just to get bigger. It has always been about building an organization where clinicians can thrive, patients receive consistently high-quality care, and doctors can build long, meaningful careers.
“SGA is a doctor-owned, doctor-led organization,” says Dr. Hollis, Chief Dental Officer at SGA Dental Partners. “We really focus on how we support and improve the clinical experience for doctors within the organization. Our goal is to build a place where doctors want to come and where they want to stay.”
That philosophy has guided SGA’s expansion across the Southeastern United States, where the organization now supports more than 600,000 patients annually across 156 locations in 10 states. As SGA looks ahead to 2026 and beyond, artificial intelligence is becoming an important part of how the organization delivers on that mission.
A Doctor-First Approach to Growth
SGA’s leadership team is highly intentional about adopting new technology. Every decision is evaluated through both a clinical and operational lens, with a simple question at the center: does this truly help doctors and patients?
That mindset shaped SGA’s early approach to AI. Like many DSOs, the organization initially piloted several diagnostic tools and found that early versions created more friction than value. Multiple windows, slow processing, and limited integration made adoption difficult in already busy workflows.
“In the early phases, it felt like an extra step in the process,” Dr. Hollis recalls. “There were additional windows, sometimes it was slow, and the communication between imaging and diagnostics wasn’t streamlined. It felt like more work for the teams.”
At the time, many doctors were also unsure whether AI was something they even needed.
“It was really new, and doctors didn’t necessarily feel like this was something they had to be doing,” he says. “Patients didn’t know about it yet either.”
That started to change as the technology matured.
“Now, workflows are much simpler,” Dr. Hollis explains. “It’s quicker, easier to use on the fly, and there are more tools that allow patients to visualize what’s going on. That made a big difference.”
Today, doctors are not just open to AI. In many cases, they are asking for it.
At SGA, AI is positioned as a clinical support tool. It is there to help doctors make sure they are not missing anything and to streamline processes so teams can spend more time with patients.
From Caution to Strategic Priority
SGA’s initial approach to AI was cautious by design. Early tools were often clunky and disruptive, and leadership was not willing to compromise clinical workflows.
“The biggest hurdle early on was that it didn’t feel seamless,” Dr. Hollis says. “If something slows you down or complicates your day, it is hard to justify.”
As technology improved, so did perception. Faster processing, better integration, and stronger visualization tools changed how doctors and teams experienced AI in practice.
“It went from minutes to seconds,” he explains. “That shift matters in a real clinical setting.”
Once doctors could easily show patients what was happening and use AI without breaking their workflow, adoption followed naturally.
Analytics as the Turning Point
While chairside AI drove early interest, the launch of DSO Analytics became the true inflection point for SGA.
For the first time, leadership could see meaningful clinical data across the organization. Not just financial performance, but how dentistry was actually being practiced from location to location.
“DSO Analytics was really the missing piece,” Dr. Hollis says. “We finally had a way to understand patterns, track consistency, and make sure we were delivering high-quality care across the organization without taking autonomy away from doctors.”
This visibility has started to extend beyond executives. Regional leaders and individual clinicians are using analytics to self-assess, identify opportunities, and continuously improve.
When Experienced Doctors Bought In
One of the most meaningful signals during SGA’s long pilot came from an unexpected group. Experienced clinicians.
When experienced doctors began using Overjet to prepare for visits, guide their focus, and support patient conversations, leadership knew the solution was resonating.
“When we started seeing veteran doctors adopt it, that’s when we knew this was real,” Dr. Hollis says. “They liked having something to help their team before they even walked into the room and being able to show patients exactly what was going on.”
That moment gave SGA confidence that AI could scale across the organization and be embraced by clinicians at every stage of their careers.
A consistent theme throughout SGA’s AI journey has been clarity around what AI is meant to do.
“It’s not intended to replace doctors,” Dr. Hollis emphasizes. “It’s a valuable tool to help improve care. It is a second opinion. It helps make sure you are not missing things.”
That framing has been critical in building trust. By positioning AI as support rather than a substitute for clinical judgment, SGA has been able to drive adoption without creating fear or resistance.
Developing the Next Generation of Clinicians
Beyond diagnostics and efficiency, SGA sees AI as a powerful tool for clinician development.
“One of the big things I really enjoy is developing clinicians,” Dr. Hollis says. “Overjet is a great tool for mentoring new doctors and helping them grow.”
As a servant leader, he views his role as supporting doctors, not directing them. AI helps newer clinicians build confidence, reinforces diagnostic consistency, and creates natural opportunities for coaching.
Looking Ahead
When asked about broader trends in dentistry, Dr. Hollis points to the convergence of AI, 3D printing, and same-day care as major forces shaping the future.
“I think you are going to see more change in the next 10 years than we have seen in the last 50,” he says.
He envisions a future where AI-driven treatment planning feeds directly into in-office manufacturing, enabling faster, more personalized care and significantly reducing turnaround times for patients.
Building the Future Together
For SGA, the partnership with Overjet is about more than technology. It is about growing with intention while maintaining clinical quality, doctor autonomy, and patient trust.
“We are lucky to have partners who want to build with us,” Dr. Hollis says. “Not every organization wants to come in and help create and improve. Overjet does.”
As SGA continues to expand and look toward 2026, AI will remain a central part of how the organization supports its clinicians and elevates patient care. Not as a replacement for expertise, but as a tool that helps great doctors be even better.
