The smart adoption of AI, the next saga in staffing, what’s in store for acquisitions and the advancement of medical-dental integration are top of mind for this dental executive.
Samantha Adams, the newly appointed COO of Scottsdale, Ariz.-based Imagen Dental Partners, connected with Becker’s to talk about her new role, as well as some of the things to look out for in dentistry as we move into 2026.
Note: Responses were lightly edited for clarity and length.
Question: What goals do you have in the role and for the organization, and what do you need to do to accomplish those?
Samantha Adams: Initially, my focus is on listening and learning, trying to understand the organization and the people that are here, what’s working really well and make sure we continue that. I’ve been asking a lot of questions, understanding the support our doctors need. I’m focused on establishing a clear, repeatable operating model that strengthens support and streamlines collaboration across teams. This alignment will allow us to deliver a more seamless patient experience built on convenience, communication and trust.
Q: When you look at the state of dentistry as a whole, what are the biggest trends that you’re keeping an eye on as we move into 2026?
SA: Smart deployment of AI technology is top of mind across the industry. We’re seeing tangible value in AI-supported diagnostics. These tools don’t replace doctors, they enhance decision-making by highlighting areas for closer evaluation. Applying AI tools to revenue cycle management can automate processes and uncover trends that might otherwise go unnoticed.
Staffing and workforce remain critical. We need to be proactive rather than reactive. The practices that succeed next year will be those that invest in team development and build sustainable staffing models.
Q: How do you expect dental M&A to unfold next year?
SA: During COVID, low interest rates were combined with significant supply-chain challenges, particularly for independent practices. Many didn’t have the same vendor relationships or purchasing leverage as larger DSOs, which led some doctors to seek partnerships for greater stability and support.
Today, interest rates are higher, but there are still DSOs and DPOs [like us] that continue to look for the right opportunities to grow. For Imagen, that means being more methodical in our approach and disciplined in our due diligence. We do say no to potential partnerships, and we’re comfortable doing so. While some groups may take a more aggressive approach, our focus is on setting clear expectations around how we support doctors. That may mean growing more conservatively, but it allows us to build stronger, more sustainable partnerships over the long term.
Q: If you had to make one big prediction about the dental industry in 2026, what would it be?
SA: I’m paying close attention to the connection between oral health and overall health, and how dentists can become more integrated into whole-patient care. There’s a strong link between the mouth and systemic health. The offices and doctors that hone in on this early are going to do really well. It will resonate with patients, drive loyalty and ultimately lead to better long-term health outcomes.
