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Scott Hansen is the founder and CEO of LeadSigma, helping the fastest-growing orthodontic practices sell more treatment with AI. Before founding LeadSigma, Scott bootstrapped OrthoChats from 1-130+ employees in two years (exit to Ruby Receptionists) and created one of the fastest-growing orthodontic practices in the US (exit to Smile Doctors).

1. What advice would you give your younger self coming into this industry?

    

   Growing up, I had the dream of becoming an orthodontist. I had the opportunity to work alongside my mom, an orthodontist, and quickly realized that clinical work wasn’t my passion. If I could give my younger self advice, it would be to actively seek out what feels less like work and more like a natural fit—something that excites you while others may see it as just another task.

    

   For me, that passion is customer experience. I’m fascinated by the art of exceptional customer experiences, specifically in sales and marketing. It’s not about extravagance—it’s about the craft of delivering excellence. Studying these areas doesn’t feel like work to me; it’s something I genuinely enjoy and could discuss for hours. While sales and marketing may not excite everyone, I’ve come to realize they are what truly energizes me.

    

   My advice to my younger self would be to embrace that passion early on, lean into what feels effortless, and become an expert in it. When you align your work with what you love, success follows naturally.

    

2. What book or podcast do you recommend the most?

    

   I’m an avid podcast listener, and some of my favorites include Founders, Invest Like the Best, Acquired, Business Breakdowns, The Naval Podcast Series, and The All-In Podcast. If I had to choose just one, it would be The Naval Podcast. For anyone driven to build something, Naval shares invaluable insights—one of the most impactful being the importance of your time.

    

3. What course do you recommend the most often within this industry?

    

   The Fishbein Fundamentals course. If I were to recommend one resource in the orthodontic industry, it would be this. Their approach to the business of orthodontics, their complete transparency, and the opportunity to engage and ask questions have been incredibly valuable to me. I hold them in the highest regard.

    

4. What’s the best value for $100 to spend at a practice?

    

   You don’t need to spend $100. Just listen to these podcasts—especially Naval’s.

    

5. What's on your billboard that everyone will see on their way to work tomorrow?

    

   Do it! It Doesn’t Have to Be Perfect. 

    

   Many people in this industry are perfectionists, waiting until every detail is planned and every contingency accounted for before taking action. However, in most cases, the opportunity cost of waiting far outweighs the benefits of executing a flawless system.

    

   I tend to lean in this direction myself—there are endless “What if…” scenarios that can stall great ideas before they ever get off the ground. But what’s often overlooked is the question: “What happens if we wait?” Fear of uncertainty holds many people back, yet the difference between acting now and hesitating can amount to millions of dollars.

    

   If you have a great idea, take action. Perfect execution isn’t what drives success—momentum does.

    

6. What’s a bad recommendation that’s touted as an industry “best practice”?

    

   “Phone calls don’t matter as much anymore.” 

    

   Our data tells a different story: the more the phone is used, the higher the production growth. While some patients prefer to text, schedule online, or avoid phone calls altogether, many—myself included—prefer to speak with someone, handle the task quickly, and move on.

    

   Even if you personally prefer texting, consider this: if you see an incoming call from the same number, are you more or less likely to respond? The answer is more, not less. When it comes to prospective patients, the cost of making a phone call is minimal compared to the lifetime value of a patient. Yet, many practices reach out once and move on, which makes little sense.

    

   As an industry, we are far from best practices. The most effective approach is to call multiple times on the first day, followed by daily follow-ups for several days.

   Many hesitate out of fear of being perceived as “salesy,” but the data is clear—consistent follow-up drives practice growth.

    

    

7. What new business belief have you developed over the past few years?

    

   Six years ago, after selling my last business, my wife and I took a year to travel. The first two months were absolute bliss—we had complete freedom to do whatever we wanted, whenever we wanted. But surprisingly, after just two months, we started to miss the routine. We missed the daily rhythms, the familiar faces, and the sense of normalcy that comes with everyday life.

    

   That experience taught me two important lessons. First, our relationships and daily interactions are far more valuable than we often realize.

    

   Second, the real joy in work comes not from achieving goals, but from the process of pursuing them. For much of my life, I was focused on what’s next, always living for the future. But this experience shifted my perspective—I’ve learned to find fulfillment in the present, enjoying the pursuit rather than just the destination.

    

8. What’s the most intuitive idea to you that’s the hardest to convey to others?

    

   It all comes down to incentive alignment. I find it frustrating when leaders complain about their team’s performance but fail to create the right incentives to drive the desired outcomes. 

    

   In addition, one of the most overlooked opportunities in orthodontic practices is the active management of unscheduled observation patients. The fact that this isn’t scrutinized is mind-blowing. Many practices have hundreds of patients sitting in their system who haven’t had an appointment in years—an enormous missed opportunity. I saw this firsthand in our own practice when I started dissecting potential growth areas for us.

    

   The solution isn’t complex; it’s about getting back to the basics—aligning incentives to ensure that patient follow-ups, growth, and retention are prioritized. When the right incentives are in place, the results take care of themselves.

    

9. What is true about success that you don’t have data to back up?

    

   At the end of the day, success isn’t just about financial outcomes—it’s about something much deeper.

    

   As a Christian, my faith shapes how I view work and success. I believe our work matters, but not in the ultimate sense. Whether someone sells their practice for $10 million or faces bankruptcy, if they’ve worked with a heart of service to the Lord and others, they are a success.

    

   I have no data to back this up, but I know it to be true.

    

   We aren’t here just to make money—wealth is not the ultimate metric. True success is about serving God and others. Ultimate Goodness—Goodness with a capital G—is found in that service. If our work reflects that purpose, then no matter the financial outcome, we are successful.  For Christians, victory has already been won in Jesus.

    

10. What’s your parting advice to all in the industry?

     

    In a time of change and uncertainty, the best strategy isn’t chasing every new trend—it’s mastering the fundamentals.

     

    Get back to the basics. Become an exceptional operator. A well-run practice with strong systems, disciplined follow-up, and aligned incentives will weather any storm. Don’t overextend yourself chasing quick wins or risky ventures and control your costs well. 

     

    Build a rock-solid foundation that can thrive in both good times and bad. Because when the economy shifts, it won’t be the flashiest practices that grow exponentially—it will be the ones that were built to last.

     

My Take: I knew Scott and I shared an instant connection when his favorite podcast was Naval. For anyone curious, my top recommended book that I’ve gifted others is The Almanack of Naval. And his quote is one of my favorite ever in writing, “Whether someone sells their practice for $30 million or faces bankruptcy, if they’ve worked with a heart of service to the Lord and others—they are a success.” Can’t say enough about Scott, and I encourage anyone to reach out to him in the industry.

To connect with Scott, shoot him an email at [email protected]