Modus Advanced Dental Clinic

A Message from Lord Pickles and Lord Blunkett, followed by Modus Advanced Dental Clinic's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Modus Advanced Dental Clinic is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

Utilising technology
Innovative machinery
Founded in 2010, MODUS Advanced Dental Clinic is a
high-quality private dental practice based in Coventry.
MODUS have built strong professional relationships with
local dental surgeries and they are now a popular referral
centre for patients with specialist dental requirements. MODUS
currently employ four specialists who treat a range of complex
dental issues and they have invested in cutting-edge scanning
technology to ensure quick and pain free patient experiences.
Clinical Director Matthew Perkins discusses his ambitions for
the practice.
MODUS is the only specialist dental practice in Coventry and we serve patients from
across the UK. We employ five dentists, including one general dental practitioner
and four specialists in differing fields, allowing us to serve a range of complex
needs. 75 per cent of our work is the result of referrals from other local practices,
while 25 per cent comes through patients making direct contact. We have clear
ambitions for the future where we will look to increase our capacity, turnover and
practice-size in the next five years.
Starting out
Prior to establishing MODUS, I had worked in Guy’s and St Thomas’ hospital, where
I trained to become a specialist. Immediately after qualifying, I wanted to move into
private practice because I had become disillusioned with health politics that took
»Clinical Director: Matthew
»Founded in 2010
»Based in Coventry
»Services: Specialist dentistry,
general dentistry, surgery,
cosmetic dentistry, digital
»No. of employees: 18
MODUS Advanced
Dental Clinic
Highlighting best practice
place within the hospital. In November
2010, shortly after I finished specialist
training, I founded MODUS alongside
my business partner Mo. We had both
identified the lack of specialist dental
care outside of London, and Coventry,
where Mo already had a practice,
was a location we both saw huge
We observed that a number patients
were travelling from the Midlands
to Harley Street in London in order
to receive the dental treatment they
required. We also noted that Coventry
didn’t have any specialist practices,
meaning a new specialist practice
would have a catchment area of
around 1,000,000 patients, which
is a huge pool of potential clients.
Mo had already established a small
practice just outside Coventry, so we
incorporated it within MODUS and
set up two surgeries and employed
four part-time members of staff to
assist with admin work and chairside
assistance. We then started contacting
local dental surgeries in order to build
relationships and attempt to form
partnerships. Building partnerships is
mutually beneficial as it allows us to
gain patients through referrals, while it
helps general dental practices facilitate
the best outcomes for their patients.
Quality customer care
Our motto “Be Kind” directly guides
how we treat every client. To help us
achieve this, we have invested in high-
specification technology that ensures
our treatment is as unobtrusive and
requires as little post-operative care
as possible. Our treatment is delivered
with empathy and an understanding
of their situation and needs. As a
private practice, clients have chosen to
invest their money in us and as a result
they expect a quality service. Offering
honest advice is also a vital aspect
of our service. Some practices will
mislead patients about the extent of
the requirements, however, we make
it a matter of principle to recommend
the necessary treatment, not the
Modern workspace
We have
invested in
that ensures
our treatment
is as
and requires
as little post-
operative care
as possible
Remaining at the cutting edge of
dentistry is also central to our future
plans. We have a fully digital set up,
that includes planning diagnostic
software, a CT scanner and a digital
intraoral scanner. These scanners
allows us to take 3D x-rays and images
of the mouth, which can then be used
to fit braces or monitor damage to
the teeth or jaw. We don’t use any
unpleasant moulds for creating teeth
imprints, which reduces customer
discomfort and increases accuracy.
The increased accuracy allows us
to perform complex surgery on the
mouth, without the risk of damage to
nerves or other vital structures.
Developing our service
As a specialist practice that relies on
referrals for a substantial portion of
our client base, our initial growth was
slow. We had a turnover over nearly
£300,000 in our first year, which
is relatively small in comparison to
other practices in the sector. As our
relationship with general practices
strengthened though, we received
more patients through referral and
by 2013 we were nearly functioning
at capacity and so acquired the unit
below us to expand the practice, add
two new surgeries and increase the
number of clinicians.
Following this initial success, we
reinvested our profits in more
technology and purchased our new CT
scanner and latest intraoral scanner.
The convenience and ease with which
we could complete imprints on teeth
became our unique selling point and
it has been a major factor behind our
rapid growth in the past four years.
We continue to reinvest in our service
and staff, further enhancing our
digital equipment base and expanding
our offices to offer a wider range of
specialist services. In November 2016,
I decided to buy-out my business
partner. I had an ambitious vision
for the company that would require
risks to be taken, and I felt that I
could deliver this in the most efficient
way as the sole owner. Our growth
in turnover since the buy-out has
vindicated my decision, and we are
projected to turnover £1.5 million this
financial year.
Looking to the future
We have gone from strength to
strength as an organisation, however,
I remain ambitious to further develop
our services. To increase our capacity,
we will need to identify a new office
that is equally accessible and continue
our investment in technology. We
hope to have moved into a new
office by June 2019, because we are
currently having to turn away patients’
due to the demand for ourservices.
Moving forward we hope to see a
change in the attitude taken by the
general dental council. The way they
are conducting themselves is not
befitting of the industry and this is
turning young people away from a
career in dentistry. We want to see the
regulator brought under control and
adapted to ensure they are presenting
our industry in the best light.
Otherwise, the industry on the whole
may face issues in the future.
By 2013 we
were nearly
functioning at
capacity and so
acquired the
unit below us to
expand the
practice, add
two new
surgeries and
increase the
number of
Our main surgery

This article was sponsored by Modus Advanced Dental Clinic. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister