Most dentists are high-earning, incorporated, and buy several overlapping financial products — yet they’re usually served by generalist advisors with no dental focus. Dental Financial Group pairs your dentist network and origination engine with Jimmy’s licensed advisory practice to become the default financial partner for dentists and their practices.
Warm introductions to Alberta dentists (and BC via Farooq), venues and hosting for education events, marketing, operations, finance and startup capital. Distribution is the scarce asset in insurance sales — you own it.
The life & wealth licences, the Designated Representative role and compliance liability, carrier contracts, and the advisory work that converts and services clients. This is his new venture; his brother takes over his legacy book.
Thirds each in a HoldCo; you and Slade hold two-thirds combined, so you control the business. Jimmy keeps sole authority over regulated decisions — a legal requirement, not a concession.
Alberta general dentists average roughly $200,000–$230,000 a year, and practice owners more. Most operate through a professional corporation, which opens tax-driven planning: corporate-owned life insurance, Individual Pension Plans, and retirement strategies a salaried client can’t use.
One dentist client can support disability, business-overhead, critical illness, life, group benefits for staff, and investment/retirement accounts. Several products per relationship, much of it recurring revenue that compounds.
Dentists belong to study clubs and associations and refer each other. One warm introduction leads to the next — the network compounds if you feed it with education and good service.
A practice that genuinely understands practice economics, associate buy-ins, and practice purchases is differentiated from a generic advisor. That specialisation is the wedge.
The highest-leverage long-game move: capture dentists at dental school and in their first few years, before any other advisor does. They cost almost nothing to acquire, they’re loyal to whoever helped them first, and they mature into the six-figure-premium practice owners of the next decade.
| Product line | Attach | Avg premium / AUM | First-yr comm | Recurring / yr |
|---|---|---|---|---|
| Total per average client |
Illustrative CAD. Attach rates and commission levels are placeholders for Jimmy to validate against real carrier grids.
The engine is warm distribution plus education. You open doors; Jimmy converts and services. Because leads arrive warm, acquisition cost is low and close rates are high versus cold prospecting.
Dental school teaches clinical skills, not money — most dentists finish with six-figure debt, a brand-new professional corporation, and no financial training, so they lean on whoever reaches them first. DFG’s financial-education package (incorporation and tax basics, debt paydown, investing, insurance needs, retirement planning) is the low-pressure way in: it builds trust and positions Jimmy as their advisor before any sale.
Delivered through lunch & learns, CE-accredited sessions, new-associate onboarding, and 1:1 reviews, it’s the top of funnel for both the new-grad strategy and the dentist-wealth line — educate your own ~30 associates first (test and train Jimmy), then extend the identical package to the outside market.
The strategic goal is to be the single financial partner for a dental professional — every insurance and money need under one roof. That completeness is what builds stickiness and word-of-mouth referrals: a dentist who gets everything from you doesn’t shop around, and tells other dentists. Several of these need a licence Jimmy doesn’t hold, so they’d run through a partner or referral arrangement. These are contemplations, not quantified lines.
| Offering | Who it’s for | How we’d deliver |
|---|---|---|
| Personal home & auto | Dentists & staff | Affinity/group personal P&C via a general-insurance partner — universal and sticky |
| Cyber liability | Practices | Practices hold patient health data and are increasingly targeted; specialty P&C partner |
| Professional liability / malpractice | Dentists | Advisory + coordination (often placed via the regulator/association today) — be the quarterback |
| Employment practices liability | Practices with staff | Wrongful-dismissal / harassment cover; commercial partner |
| Mortgage brokering | Dentists | Practice-acquisition & personal mortgages via a mortgage-broker partner — ties to the practice-purchase moment |
| Individual health & travel | Associates, locums, new grads | For those without a group plan; life & A&S (Jimmy) or partner |
| Long-term care | Established/older dentists & parents | Life & A&S adjacency (Jimmy) |
| Estate, tax & accounting | Incorporated dentists | Centre-of-influence partnerships (accountants, tax lawyers) — referrals both ways |
The point isn’t revenue from each line — it’s breadth as the moat. Own the whole relationship and the wealth, insurance and referrals follow.
Two entities keep the compliance line clean while letting you own and control the business.
Separate pay for work from ownership. External commission splits into producer pay (Jimmy, 40%) and the balance; in-house revenue — your own book — carries no producer cut and flows straight to the owners’ pool. Everything left after Jimmy’s producer comp is split three ways.
Adjust the levers; every number and chart updates. Full dentist clients and the new-grad cohort are modelled separately, then combined. Recurring revenue begins the year after a client is signed and stacks across cohorts. The in-house own-book line is your existing policies brought in-house — no producer cut to Jimmy, split equally three ways (the P&C/D&O partner takes their share first while that licence is external). The group RRSP line is a plan for your own ~163 staff: auto-enrolled contributions build AUM that DFG earns an advisory fee on, growing as the balance compounds (an employer match — see below — would add to it). The dentist-wealth line is your own ~30 associate dentists (avg income ~$187K) whose wealth Jimmy manages by referral — no producer cut, split equally three ways, because these are your own people used to test and train him before he sells to the outside world (where he does earn producer comp). A financial-education package is the wedge in — most dentists have little financial training and lean on advisors.
Projected revenue by stream — external (Jimmy's producer comp comes off) then in-house at 100%, summed and split three ways. Click External or In-house to expand the per-stream detail.
| CAD | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 |
|---|
Illustrative only. Wealth AUM held flat and some renewal-servicing economics excluded, so the recurring side is conservative. Replace per-client assumptions with Jimmy’s real carrier grids before relying on outputs.
A projection is only as good as the plan behind it. Here’s the path to each revenue line and an honest read on which are straightforward and which are hard. The pattern repeats: land it on your own book first (warm, captive), extend to the network, then the outside market.
| Revenue line | Difficulty | Why | Primary lever |
|---|---|---|---|
| Individual disability + BOE | Easy | Essential, near-universal for dentists | Financial-education sessions → every new grad & associate insured early |
| Critical illness / life | Medium | Event-driven, not always top of mind | Tie to practice purchase, buy-sell, family milestones; corp-owned life for incorporated dentists |
| Wealth / RRSP / IPP (external) | Medium · slow | Trust-based, long sales cycle | Education wedge → dentist-wealth (own group) → outside; IPPs for established earners |
| Staff group RRSP | Easy | Your own ~163 staff, auto-enrolled | Launch on your own payroll first — immediate AUM |
| Dentist-wealth (own group) | Medium | Slow build; established dentists have advisors | Test/train on your ~30 associates, fin-ed package, steer younger/new grads |
| P&C / D&O (own book) | Medium | Needs a general licence or partner | Recapture your own spend first, then network |
| Group benefits | Medium | Standalone health/dental is hard; the bundle isn’t | Bundle HSA + life/LTD/CI; pool the offices — see below |
| HSA / PHSP (incorporated dentists) | Easy | Tax-driven, underappreciated, low competition | Deductibility pitch to owners & incorporated associates — see below |
Land every line on your own people first — staff RRSP on your ~163 employees, own P&C/D&O/benefits recaptured, your ~30 associates for wealth and insurance. Zero acquisition cost, and it tests and trains Jimmy.
Extend to dentists in your network via warm intros, lunch & learns and the financial-education package. Open the pooled benefits plan and the group RRSP to other practices.
Jimmy sells to the wider Alberta (then BC) dental market with a proven playbook and, by then, his own general licence. This is where producer comp kicks in.
Bundle the two things that fit a dental office and pitch them together: an HSA for routine health & dental (defined-contribution, cost-certain, no premium risk), plus life, long-term disability and critical illness — the low-frequency, high-severity coverages that pool well and price stably. The office gets complete, predictable protection; you skip the volatile fully-insured health/dental premium entirely.
For the poolable coverages, pool your offices into one group — your 7 entities alone are ~163 lives, enough to experience-rate and win rates a standalone 5-person practice can’t. Then open the pool to network practices: a dental-industry benefits program no one else offers a tiny office. Small-group weakness becomes a scale moat.
Unlike an insured plan, an HSA has no insurer margin and no experience-rated renewals. You fund actual claims up to a set cap plus a small admin fee — fully predictable, pay only for what’s used. High utilization just means you spend to your cap (which you deduct anyway); it never triggers a premium spike. That’s the easy win.
A dentist paying ~$8–12K/year out of pocket for family dental, ortho and health at a ~45% marginal rate is leaving thousands on the table every year. The HSA fixes it with a simple structure — a concrete, numbers-on-paper win that earns trust and opens the whole relationship.
Your ~30 incorporated associates and the owners nearly all qualify — a low-competition, education-led line that pays a small recurring admin fee and is a wedge into every incorporated dentist’s financial life. Pair it with the financial-education package.
Set it up through a proper PHSP provider/trustee — owner-only plans have CRA rules (reasonableness, arm’s-length), but it’s well-trodden for incorporated professionals. Not tax advice.
Before chasing a single new client, there's recurring revenue sitting in your own filing cabinet. You, Slade and your professional corporations already pay ~$335,000/year in insurance and benefits premiums to outside brokers. Bring these in-house and DFG recaptures the commission. Because they're your own policies, Jimmy takes no producer cut — the whole commission is owner profit, split equally three ways.
| Your policy | Provider / broker | Annual premium | Licence | Est. commission |
|---|---|---|---|---|
| Commercial P&C — TripleGuard (7 locations) | Zurich / CDSPI | $83,604 | General | $8,400–$12,500 |
| Directors & Officers (9 PCs) | Berkley / CJ Campbell | ~$16,410* | General | $1,600–$2,400 |
| Group Benefits (61–100 staff) | Canada Life / HUB | $235,344 | Life & A&S ✓ | $18,800–$28,200 |
| Total | ~$335,400 | $28,800–$43,100 |
*D&O = 8 policies; CJC-PDO-193 (~$2,450) still pending. Commission rates are estimates — actual broker comp isn't disclosed on these documents and must be confirmed. D&O billed amount includes broker fees; commission is on the premium portion.
Group Benefits is life & A&S — Jimmy can broker it today. At ~$235K premium it's the bulk of the opportunity (~$19K–28K/yr) and immediately actionable, no new licence.
P&C + D&O (~$100K premium → ~$10K–15K/yr) sit under a general insurance licence that Jimmy's life certificate doesn't cover — that's the gap to close.
Bring in a Level 2/3 general broker to provide the licence, market access and placement on your P&C and D&O — from day one, no waiting.
Proposed split (P&C / D&O only): partner 1/3; the remaining 2/3 split equally among the three owners (~22% each). Fair since you bring the client — and it should step down toward a referral fee as Jimmy licenses up, so the incentive to transition is built in. Group Benefits stays full equal-thirds.
| Stage | What it unlocks | Requirement | Realistic timing |
|---|---|---|---|
| General Level 1 | Can sell general insurance, but must be supervised by a Level 2/3 | GLQP course + Level 1 exam (70%) | ~1–3 months |
| General Level 2 | Works independently, builds own P&C book — reliance on the partner's licence largely ends | Level 2 exam / course equivalency | ~6–12 months |
| General Level 3 | Can be Designated Representative of DFG's own general agency — outsider no longer needed | Hold Level 2 for 24 of 36 months | ~2.5–3 years |
Your ~163 staff are the other in-house opportunity: an auto-enrolled group RRSP (quantified on the Economics tab) turns payroll into DFG advisory-fee AUM, and a tenure-based employer match turns it into a retention tool. The match is an employer cost to the practices — a goodwill/retention investment, not DFG revenue — but every matched dollar also grows the AUM your wealth arm earns a fee on.
| Years of service | Employer match | Rationale |
|---|---|---|
| 0 – 4 years | No match — auto-contribution only | Support-staff turnover is highest in the first 2–3 years; the cliff means you only start matching people who’ve proven they’ll stay. |
| 5 – 9 years | Entry-tier match | First reward for loyalty; low cost since few reach it early on. |
| 10 – 14 years | Step up | Deepens the handcuff for proven, hard-to-replace staff. |
| 15 – 19 years | Step up again | Recognises long-tenure staff who anchor the practices. |
| 20+ years | Top tier (capped) | Cap the matched salary base so total cost stays bounded. |
HoldCo split one-third each: Jimmy, Dmitry, Slade. Dmitry + Slade = 66.6% combined control of ordinary business matters.
You and Slade control ordinary-course decisions. Reserved matters (sale, new equity, debt, changing the split, wind-up) need all three. Jimmy holds sole authority over regulated/compliance decisions as Designated Representative — you can’t outvote him on compliance.
Pool A: 40% producer comp to the advisor doing the work. Pool B: 60% balance to OpCo, less opex, distributed 1/3 each. Net effect ≈ Jimmy 60% / Dmitry 20% / Slade 20% per dollar.
Dmitry & Slade equity vests against origination delivered (leads / doors / events) over 24–36 months. Jimmy reverse-vests over ~4 years of service. Protects against front-loaded contribution.
Clients and the book belong to OpCo/HoldCo, not individuals. Non-solicit / non-compete on exit; Jimmy’s is the most important given he holds the licence. New advisors hired by OpCo, paid from Pool A.
Right of first refusal among partners. Valuation on an agreed formula (multiple of trailing recurring income + AUM value). Drag/tag along. Key-person insurance on Jimmy owned by the business.
Non-binding; records current intent as a basis for definitive agreements drafted by counsel. Not legal advice.
| Risk | Mitigation |
|---|---|
| Key-person (Jimmy) — licence & relationships run through him. | Reverse-vesting; key-person insurance owned by the business; hire additional licensed advisors; book owned at entity level. |
| Front-loaded origination — lead flow could stop after launch. | Vesting tied to origination delivered; origination credits that decay over time. |
| Regulatory — commission-sharing & referral rules are strict. | Keep all regulated activity inside the licensed agency; counsel confirms structure in AB & BC before launch. |
| Conflicts — brother’s legacy book; Farooq’s undefined role. | Define both in writing up front; non-compete / scope boundaries. |
| Partner alignment — three-way splits fail on unclear control/exit. | Governance, buy-sell, and non-solicit terms agreed on day one. |
Legal/compliance sign-off; AIC corporate licence & DR appointment; carrier/MGA contracts; brand; first lunch & learns and campus outreach; core insurance live in Alberta.
Add wealth/IPP via a registered dealer; deepen Alberta; land the student/new-grad pipeline; Jimmy re-licenses in BC and Farooq’s network engaged.
Hire additional licensed advisors; scale recurring revenue; formalise BC operations; first cohort of new grads maturing into practice-owner clients.
The strategy is warm distribution: reach dentists and their teams through relationships we already have, land them as early and cheaply as possible, and keep them for the length of a career. Below is the plan, the channels, and the draft pieces — click any piece to preview it.
| Channel | Who it reaches | Cost | Why it works |
| Warm network intros | Owners & associates | ~$0 | You, Slade and Farooq already hold the relationships — the scarce asset in insurance. Highest trust, highest close rate. |
| In-practice lunch & learns | Students, grads, associates, staff | Low (catering) | Face-to-face education converts and positions us as the dental-money specialists. |
| Referral program | Everyone | $100 / side per close | Turns happy clients into a sales force. No cap, fully trackable. |
| Instagram & organic social | Students, grads, staff | Near $0 (time) | Top-of-funnel awareness — myth-busting and relatable reels with tag-a-colleague reach. |
| Group enrolment drives | Practice teams | $50+$50 / enrollee | Onboards whole teams at once; the $50 seed and compounding demo drive sign-up. |
“What dental school didn’t teach you about money.” A free financial-foundations guide plus a catered lunch & learn — land them before anyone else does.
“A financial partner built for dentists, not a generalist.” Own-occupation disability, buy-in coverage, and RRSP/IPP and wealth planning for an incorporated clinician.
“One partner for the whole practice.” Opens with the HSA tax win, then benefits, commercial & D&O, buy-sell, a group RRSP for the team, and the owner’s own wealth plan.
“Free money you’re leaving on the table.” A group RRSP or TFSA, automatic from pay, with two sign-up bonuses and a demo of how a small contribution compounds.
| Incentive | Who | What they get |
| New-client referral | Referrer + new client | $100 gift card each, no cap. |
| Staff RRSP enrolment | Practice staff | $50 gift card + $50 invested into their account after their first contributions. |
| Tag-a-colleague giveaway | Social audience | Periodic gift-card draw for tags and shares — built-in reach. |
| Student guide & lunch | Dental students | Free financial-foundations guide and a catered session. |
Incentive amounts illustrative. The invested $50 must be structured as a documented promotional credit and cleared by compliance before external use.
Enrol our own staff in the group RRSP and move our P&C, D&O, benefits and dentist wealth in-house. Zero acquisition cost, immediate revenue, and a live case study for the next practice.
Introductions to associates and owners in your network — and Farooq’s in BC. Lunch & learns, the referral program live, and the first network-practice group plans.
The student & new-grad program, the Instagram engine at volume, and network-practice enrolment drives. The cheapest, stickiest clients — captured early.
Share-worthy reels and carousels for two audiences: dentists & grads (myth-busting, real-number tax wins) and staff — admin, assistants, hygienists (free-money, protect-your-paycheque, adulting-money reels). Both feed the referral loop.
Reels cost time, not money. We repurpose the lunch & learns into clips, collaborate with dental-student creators on barter instead of paid ads, and let tag-a-colleague giveaways do the distribution inside practices and student cohorts.
All pieces are drafts for discussion — subject to compliance review before any external use.