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The Jayne Sproson Consultancy

Name: The Jayne Sproson Consultancy
Address: Eaglescliffe, TS160DL, GB
Telephone: +447866515799

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Free content for those in the business of dentistry and aesthetics. Inspiration always

23/10/2026

Another venue, another deep-dive strategy session with a practice principal.

Quick question: Can anyone guess which city or venue we are delivering from today?

22/10/2026

A well-earned treat after a full day delivering a strategy day — followed by a 2.5-hour journey to the next venue for another early start tomorrow.

That is the reality of consulting life: intense focus, long miles, and making sure the preparation matches the ambition of the practice principals we work with.

22/10/2026

That is often where our work with practice owners starts — not with a decision to convert, but with an honest look at whether the current model still works.

20/10/2026

“I would not hesitate to recommend you. I’m just sad I didn’t meet you sooner.”

That was a practice principal’s feedback after a recent Strategy Day with us.

Every client starts with a Strategy Day. And we start with one question:

What do you want to build? It sounds straightforward. But when you spend your days treating patients, supporting your team and keeping the practice running, there is rarely time to give that question the attention it deserves.

You may know what you want to change. Getting clear about what you want instead takes more thought.

We work through that together. Then we look closely at the finances, the diaries, the people and how the practice operates to understand where you are now and what needs to happen to get you where you want to be.

We build the strategy around that.

Whether you’re considering leaving the NHS or already running a private practice, the decisions need to serve the business you want to build and the life you want alongside it.

That gives us a basis for deciding what needs to change, what comes first and who will take responsibility.

You have put years of work into your practice. You deserve to know that the next few are taking you somewhere you actually want to go.

When was the last time you stepped back from daily clinical work to look at the bigger picture for your practice?

18/10/2026

Jayne, looking deeply thoughtful in the middle of AI school. Let's have some fun.....

Caption it. 👇

16/10/2026

What if feeling "comfortably ready" is the very thing holding you back from making a strategic change?

Waiting for emotional readiness when a model is commercially weak only prolongs uncertainty. True confidence follows action, not procrastination.

DM me today for a confidential chat.

15/10/2026

A great couple of days mixing business and pleasure.

First up: AI school in London — because even when you spend your time building practice strategies and membership engines, staying ahead of the curve is essential.

Of course, the highlight of the week had to be finding THE HAT for my youngest daughter's wedding. Followed neatly by a spot of lunch at Delamina before catching the train home to dive back into admin and client guides.

A wonderful balance of growth, family milestones, and getting things done.

How are you balancing your strategic projects with the rest of life this week?

14/10/2026

If a practice can only make its business model work by keeping dental nurse pay as low as possible, we should be asking a bigger question.

Is the nurse being paid fairly for the skill, responsibility and contribution the role requires?

And does the way the practice operates generate enough value to pay the team properly?

For many practices, the pressure is real. NHS dentistry has been shaped by tight financial constraints for years. But that history can become the default: nurse pay is treated as a cost to contain, rather than part of building a stable, capable team.

Mindset matters. What owners choose to prioritise matters.

But if the numbers genuinely don’t support better pay, the answer cannot always be “that’s just what the market pays.” It may be time to look at the model: how clinical time is used, where value is being lost, what the practice charges for, and whether its mix of care can sustain the team it needs.

Dental nurses should not have to make themselves smaller so the business can keep running as it always has.

Fair pay is a people issue. It is also a business-model question.

08/10/2026

When practice owners talk about holding onto a small NHS contract, reducing contract size, or waiting for rumored system reforms, it often sounds like rational business planning.

In many cases, it is actually emotional bargaining — a way to avoid the immediate discomfort of making a definitive decision.

Delaying a decision does not reduce operational risk; it simply prolongs uncertainty. True clarity comes when you test your current model against the hard facts:

Practice profitability and clinical capacity

Owner workload and personal health

Team dynamics and operational complexity

Standards of patient care

Your true long-term ambitions for the business

A structured membership model underpins a self-sustaining practice, but first, you have to look at the numbers and your operational reality with complete clarity.

If you could not fail, what decision would you make for your practice today?

When evaluating your practice's long-term contract strategy, how do you separate strategic logic from emotional comfort?

07/10/2026

Sharing here…

A practice principal I spoke with recently could not understand why his private membership growth had plateaued, despite running local advertising and maintaining a busy front desk.

When we reviewed the first point of contact, the bottleneck became immediately clear.

A prospective patient called and asked the single most common question in UK dentistry — "Are you taking on NHS patients?" Because it was peak morning rush, the receptionist gave the standard answer — "No, sorry, we are fully private now" — and ended the call. Total interaction time — 4 seconds. Total potential lifetime patient value lost — substantial.

From an administrative perspective, the receptionist was simply managing time during a busy period. From a business perspective, the practice was paying to attract patients, only to turn them away at the front door before communicating the value of their care.

When we worked with the practice, we did not teach the team pushy tactics or rigid scripts. Instead, we focused on three straightforward operational shifts:
• Behavioural Alignment — helping front-of-house teams recognise the human intent behind the query, shifting from a transactional refusal to helpful navigation
• Operational Structure — reorganising morning workflows so staff were not forced to rush patient enquiries during peak hours
• Clear Frameworks — giving the team compliant language to explain private membership options with total clarity and confidence

Once front-of-house communication was treated as a core operational engine rather than an administrative triage, the practice stopped turning away viable demand.

If you would like to evaluate how effectively your practice communicates its value at the first point of contact, please drop me a message.

Address

Eaglescliffe
TS160DL

Opening Hours

Monday	10am - 4pm
Tuesday	10am - 5pm
Wednesday	9am - 5pm
Thursday	10am - 6pm

Telephone

+447866515799

Website

http://www.thejaynesprosonconsultancy.co.uk/

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