Speaking and workshops

Engagements
that create
unforgettable
experiences.

Every session produces real work product while the room is still in it. Attendees leave holding the thing they came for, which is usually a decision they have been avoiding.

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Eric Nuss

Previously at

Yankee Dental Congress

2015 · 2016 · 2017

Chicago Dental Society Midwinter Meeting

2017 · 2018

Greater New York Dental Meeting

2017 · 2018

Featured at some of the largest venues in the healthcare sector, plus the Dental Business Institute program that ran nationally at Henry Schein.

The premise

Growth and protection, taught in the same hour.

Most sessions on growth treat protection as somebody else's topic, and most sessions on risk treat growth as the enemy. That split is what puts capable operators in trouble. They build the crew, the talent, and the systems with real care, and then run for years with no instruments and no guardrails.

Workshop first

Participants build real work product during the session. Nothing is assigned as homework, because homework does not get done.

Operator credibility

He built it, scaled it, lost it, and rebuilt. The failure is documented in a published book rather than hinted at from a stage.

Matched to the room

Frameworks adapt to where the group actually is, whether that is one location, a handful, or a hundred.

Both sides of the ledger

Every session addresses how to grow and what has to hold while you do it. Ambition and protection are not opposites.

Session menu

Two bodies of work.

From a keynote of an hour through full-day and multi-day formats, Eric works with organizers to build the session around the group in front of him. Aspiring professionals and established owners get different material, different exercises, and different homework.

Protection and continuity

What has to hold when the year goes wrong.

The Five Parts Crew, drivers, the machine, instruments, and guardrails. A shared language for what is actually holding your organization up.

Best for: Leadership teams that argue about symptoms because they have no common vocabulary for causes.
They build: A five-part diagnostic of their own operation, scored live, each part rated by the person who owns it.
Outcome: One page the whole team agrees on, and a clear answer to what gets fixed first.

The Psychology of a Crisis How capable people assess and decide under pressure, and why the decisions look indefensible later.

Best for: Anyone who will eventually lead through a bad year, which is everyone in the room.
They build: A personal decision protocol for the days they are not in condition to decide, including who is authorized to act when they are not.
Outcome: Attendees stop treating a bad stretch as a character failure and start treating it as a predictable state with known countermeasures.

Disaster Recovery Planning The hurricane, the fire, the flood, the partner who dies, the employee who steals. Different causes, one question underneath.

Best for: Single-location owners with no redundancy, multi-site groups, and anyone operating where the weather has an opinion.
They build: A continuity plan covering records access, payroll, the communication tree, cash reserve, insurance gaps, and a temporary operating location.
Outcome: They leave knowing which disruptions the business survives, which ones it does not, and the shortest path to closing that gap.

Planning and growth

Where the business is going and what it takes to get there.

The Ultimate Blueprint The group-format version of the planning engagement. Where you are, where you want to end up, the gap between the two, and the sequence that closes it.

Best for: Anyone who needs a plan and a number. A fourth-year student choosing what to build, an owner mid-build, or somebody who has never written the number down.
They build: Their own gap calculation and the first three moves that close it, on a dated sequence.
Outcome: They leave with one page carrying the whole plan, which for most people is the first time that page has existed.

Scale Without Snapping The 90-day operating system for owners who feel reactive, understaffed, or one problem away from chaos.

They build: A 90-day priorities plan, a weekly operating cadence, and a KPI scorecard.
Outcome: Clear focus, restored control, and a practical path to growth that does not require another hire first.

Don't Build a Multi-Location Business, Build a Machine The playbook that preserves autonomy, for owners at two or more sites or preparing to cross that line.

They build: A centralization roadmap and a location-stage decision guide for two, five, and ten or more.
Outcome: Scale without fragmenting culture, operations, or the standard of care.

Money and operations

Margin, controls, and what the business is actually worth.

Profit Is a System Cash flow, controls, and the anti-leakage framework. Built for businesses with strong collections and shrinking margin.

They build: A cash-control checklist, a vendor discipline tracker, and a margin-protecting KPI dashboard.
Outcome: Stop the bleeding and protect the margin that is already being earned.

Exit Optionality Build a business buyers want, even if you never sell.

They build: A sellable-business scorecard and a twelve-month value-building action plan.
Outcome: Understand what actually drives enterprise value and build toward it, whether an exit ever happens or not.

People and leadership

The team, the standard, and the owner's own role in it.

Culture That Prints The retention and performance engine, for teams dealing with turnover, inconsistency, or accountability breakdowns.

They build: A values-to-behaviors map, a hiring scorecard, and a team accountability rhythm.
Outcome: Lower turnover, higher standards, and a team that holds the line without the owner in the room.

The Corner Office Shift From clinician-owner to enterprise leader. For founders who are producing, deciding, and firefighting at the same time.

They build: A role clarity map, a structured delegation plan, and an owner decision cadence.
Outcome: Step out of daily operations without losing control of the outcome.

What people leave with

The environment produces the asset.

There is a well-argued theory that good ideas do not come from a single person's idle mind. They come from an environment where enough half-formed thoughts sit in the same space long enough to collide. A venue cannot do that on its own. The facilitator sets the conditions and the audience supplies the raw material, and what comes out of that collision is the reason people still share their experiences and memories with deep gratitude over a decade later.

Which is why every format below ends with something tangible in hand rather than a reading list.

Keynote, 45 to 60 minutes

One decision framework they can apply the same week.
A next-steps worksheet naming specific actions inside seven days.

Workshop, 60 to 90 minutes

A ninety-day priorities map with an accountability structure, built in the room.
A scorecard starter, meaning the handful of numbers that actually say how things are going.

Half day to full day

A five-part diagnostic of their own operation, scored live by the person who owns each part.
A weekly operating cadence they can run starting Monday, with the accountability structure to hold it.

Multi-day intensive

A written plan carrying where they are, where they intend to end up, and the dated sequence that closes the gap.
A continuity plan covering records access, payroll, cash reserve, insurance gaps, and a temporary operating location.

Engagement and logistics

What an organizer needs before the call.

Speaking fees	Available for paid engagements. Conference and association keynotes are considered case by case. Contact for rates and availability.
Ideal audiences	Founder and owner groups at any stage, multi-site and multi-location operators, professional services and healthcare groups, associations, leadership teams, and anyone preparing for ownership. Written in and around healthcare, though the material is not industry specific.
Formats	Keynote at 45 to 60 minutes. Workshop at 60 to 90 minutes. Half-day and full-day intensives by arrangement.
Room setup	Workshop sessions require tables rather than theater seating. This one matters more than anything else on the list, because the work does not happen without a surface to do it on.
A/V	Microphone, projector and screen, and a clicker. A whiteboard or flip chart is optional and useful.
Travel	Hotel accommodation covered by the host when the event requires an overnight stay.
Materials	Eric coordinates with event organizers on materials built for the specific audience, and travels with his own regardless. Workbooks, worksheets and the tools each session is designed to produce.
Books	Bulk copies for attendees can be arranged directly. Signing sessions are welcome and work best immediately after the talk.

The Broke(n) Part(s)

The source material

Four of these sessions come straight out of the book.

The Broke(n) Part(s) was published in July 2026, ISBN 979-8-9972078-0-9. Thirteen chapters and five worksheets on how a business actually breaks, what an owner should do in the first seventy two hours, and how to rebuild with guardrails that hold under load.

Bulk copies for attendees can be arranged directly with the host.

Read about the book

Tell me the outcome you want for your audience.

From there we build the session backward from that outcome, and the group leaves connected to each other as well as to the material.