Our strongest specialization, in-depth knowledge of the sector from both a tax point of view and in advisory and market terms, support in M&A operations (sale and purchase of practices) in the professional field, columnists in dental health magazines and consultants to the Italian Dental Association (AIO).

The medical-healthcare area represents the primary and longest-standing specialization of our Firm, which, for more than twenty-five years, has boasted numerous clients in the dental sector and related fields, allowing us to acquire wide-ranging expertise across the medical and healthcare world. 

Each medical area has its own peculiarities but many of them are characterized by the following aspects:

  • need to reduce communication gaps with the patients;
  • attractive profitability;
  • strong impact of individual practitioners’ skills;
  • anti-cyclic nature of the sector (not particularly prone to economic expansion or recession);
  • specific ethical considerations in doctor-patient relations.

In recent years, it has not been uncommon for doctors to complain about a decrease in the profitability margins of their profession, or a decline in patients, or competition by large entrepreneurial groups that it is difficult to fight off. In the face of such sentiments, which in many cases are well-founded, it must be remembered, however, that the medical profession has long been outside of the prevailing market rules (operational efficiency, need for investments in communication, continuous innovation to stand out).  Much of the reasoning inherent to the corporate world, if handled with due professional ethics, which is unavoidable in the medical field, actually brings better services to the patients and benefits to their health.

In the future, therefore, doctors will have to act simultaneously on two fronts: that of clinical activities (keeping up to date, training and perfecting the most advanced techniques and tests) and that of extra-clinical activities (which require specific skills, as well as basic training to be able to adopt highly useful information tools).

The larger the business that doctors have to manage in terms of the number of people involved and capital invested, the more they will have to possess extra-clinical skills. Planning and management control tools are necessary to run their business and to develop the above characteristics.


The days when, to be successful, it was enough for physicians to be skilled in clinical matters are now gone. When doctors run a practice, they must necessarily find the time to evaluate in a rational and integrated manner strategic decisions that often have a considerable impact on the destiny of their business, without forgetting the interpersonal relationships with their patients, which must be guided by strong professional ethics. In light of our professional experience, we have been able to see for ourselves that a modicum of economic-management training can bring great benefits to medical professionals.