Mark chose ADP to sell his practice to because they provided an attractive offer and responded quickly. He was satisfied with the quick sale process, which only took 3 months, and felt ADP was responsive throughout. Overall, Mark was pleased with the price offered and professional handling by ADP.
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
Ext Go To Story Customer Facing Presentationsnobelen
The document discusses how the nature of work has changed, with boundaries between work and life disappearing as work becomes something we do rather than a place we go. Technology that was meant to help now sometimes gets in the way. It introduces Citrix GoTo as a solution to take advantage of the new work reality by powering new work styles through features that allow remote work, collaboration, file sharing and support across devices from anywhere. Citrix GoTo aims to help users work better together, get more done, avoid downtime, and move businesses faster through a powerful and easy-to-use cloud platform.
One of the leaders of the DevOps movement is Dominica DeGrandis (@dominicad), who teaches and coaches teams using Kanban for IT Operations and Development Operations. She is an independent consultant as well as an associate of David J. Anderson. Her background includes ten years of doing Configuration Management, build and deployment automation, and server & environment maintenance, followed by leading teams performing those functions.
This is a transcription of the podcast, How to unite Development and Operations with Dominica.
Flexible Work: From Workplace to AnyplaceCisco Canada
Flexible work arrangements can provide significant benefits to organizations. TELUS implemented a flexible work program that allows employees to work from home, mobile locations, or the office. This resulted in annual savings of up to $6,000 per employee from reduced real estate costs, increased productivity and employee satisfaction. TELUS reduced its real estate footprint by 40% while maintaining a 30% office-based workforce under the new flexible model. The program improved TELUS' financial, environmental and employee metrics, demonstrating the triple bottom line benefits of flexible work arrangements.
This document discusses using workforce management (WFM) tools to improve employee motivation and performance. It provides two case studies:
1) An outsourcer with 3,000 agents used WFM to better plan structured coaching sessions for employees. This led to improved quality, reduced absence and turnover, and cost savings. Employees and managers benefited from more effective coaching.
2) Another outsourcer with 600 seats used WFM to improve profitability. No details were provided about the results in this case.
The document argues that motivated employees are more productive and creative. It identifies drivers for motivation like feedback, involvement in decisions, and fair treatment. WFM tools can help motivate staff by enabling better planning of coaching
1) The team organized an informal coffee break to identify key users who could influence adoption, but forgot it was reserved for top managers.
2) They then tried to analyze main tasks with help from top managers, but did not properly introduce themselves first.
3) Personal profiles of some users were analyzed too briefly instead of more deeply to better understand each user. This led to a refused meeting.
Week 11 update of TPS+1 Engineering group in LinkedIn, review of last week focus about Jidoka, Quality and NDC, the coming week focus is Waste Elimination
The document provides a preliminary evaluation of the quality of various aspects of a group filmmaking task. It notes that while the quality of holding shots steady, framing shots, mise-en-scène, positioning of actors, and use of appropriate shooting material were quite successful, the group needs to improve the quality of editing to make the meaning apparent to viewers. It also notes issues with group planning and organization that need to be addressed for future tasks. Strategies proposed to improve include using a tripod, refining shot selection, applying editing techniques learned, and improving group scheduling and meetings.
Working with some of the world’s leading technology innovators, Steljes has developed the Business Productivity Suite to help you change the way you work for real and lasting benefit. The Business Productivity Suite comprises of the cream of today’s productivity technology, under one roof, designed to address five focus areas that businesses tell us they need to make more efficient: meetings, video and data conferencing, workspaces and flexible working, training and marketing and communications.
Ext Go To Story Customer Facing Presentationsnobelen
The document discusses how the nature of work has changed, with boundaries between work and life disappearing as work becomes something we do rather than a place we go. Technology that was meant to help now sometimes gets in the way. It introduces Citrix GoTo as a solution to take advantage of the new work reality by powering new work styles through features that allow remote work, collaboration, file sharing and support across devices from anywhere. Citrix GoTo aims to help users work better together, get more done, avoid downtime, and move businesses faster through a powerful and easy-to-use cloud platform.
One of the leaders of the DevOps movement is Dominica DeGrandis (@dominicad), who teaches and coaches teams using Kanban for IT Operations and Development Operations. She is an independent consultant as well as an associate of David J. Anderson. Her background includes ten years of doing Configuration Management, build and deployment automation, and server & environment maintenance, followed by leading teams performing those functions.
This is a transcription of the podcast, How to unite Development and Operations with Dominica.
Flexible Work: From Workplace to AnyplaceCisco Canada
Flexible work arrangements can provide significant benefits to organizations. TELUS implemented a flexible work program that allows employees to work from home, mobile locations, or the office. This resulted in annual savings of up to $6,000 per employee from reduced real estate costs, increased productivity and employee satisfaction. TELUS reduced its real estate footprint by 40% while maintaining a 30% office-based workforce under the new flexible model. The program improved TELUS' financial, environmental and employee metrics, demonstrating the triple bottom line benefits of flexible work arrangements.
This document discusses using workforce management (WFM) tools to improve employee motivation and performance. It provides two case studies:
1) An outsourcer with 3,000 agents used WFM to better plan structured coaching sessions for employees. This led to improved quality, reduced absence and turnover, and cost savings. Employees and managers benefited from more effective coaching.
2) Another outsourcer with 600 seats used WFM to improve profitability. No details were provided about the results in this case.
The document argues that motivated employees are more productive and creative. It identifies drivers for motivation like feedback, involvement in decisions, and fair treatment. WFM tools can help motivate staff by enabling better planning of coaching
1) The team organized an informal coffee break to identify key users who could influence adoption, but forgot it was reserved for top managers.
2) They then tried to analyze main tasks with help from top managers, but did not properly introduce themselves first.
3) Personal profiles of some users were analyzed too briefly instead of more deeply to better understand each user. This led to a refused meeting.
Week 11 update of TPS+1 Engineering group in LinkedIn, review of last week focus about Jidoka, Quality and NDC, the coming week focus is Waste Elimination
The document provides a preliminary evaluation of the quality of various aspects of a group filmmaking task. It notes that while the quality of holding shots steady, framing shots, mise-en-scène, positioning of actors, and use of appropriate shooting material were quite successful, the group needs to improve the quality of editing to make the meaning apparent to viewers. It also notes issues with group planning and organization that need to be addressed for future tasks. Strategies proposed to improve include using a tripod, refining shot selection, applying editing techniques learned, and improving group scheduling and meetings.
The document discusses Lean Healthcare and its 5 piece process. [1] Lean Healthcare aims to reduce waste and increase value for patients based on the Toyota Production System. [2] The 5 pieces are: workforce development to train staff in Lean principles, continuous improvement to map processes and remove waste, improvement sustainability to stop problems and investigate root causes, workforce recognition through goals and rewards, and developing a Lean culture. [3] Other Lean tools discussed include cell layout, demand smoothing, setup time reduction, 5S, standardized operations, and problem solving using the 5 why's technique.
ManpowerGroup Solutions helped insurance company P&V replace 1,600 workstations across two sites within a tight timeframe by providing additional personnel through outsourcing. They planned and coordinated the entire project efficiently, moving 800 workstations in one location ahead of schedule and replacing 800 aging computers in another location 3 weeks early. P&V appreciated ManpowerGroup Solutions' assurances that replacement staff could be deployed quickly if needed and their transparent pricing structure.
Customer Name: Boon Edam
Industry: Manufacturing
Location: The Netherlands
Number of Employees: 700
Business Impact
• Improved communications, thanks to increased
collaboration between colleagues
• More efficient design process, resulting in productivity
improvements
• Reduction in travel time and expenditure
Employee engagement cipd (leicester branch) presentation 3rd december 2009Simon Bozeat
The document discusses employee engagement and organizational change. It provides principles and methods for inspiring leadership, building trusting relationships, developing personal growth, and achieving goals through proven techniques. The majority of the models discussed are derived from the speaker's extensive transformation work and other projects over decades. Additional resources are available by emailing the contact provided.
The document discusses employee engagement strategies presented by Linda Dulye of Dulye & Co. It describes using employee survey data to prioritize issues, forming employee action teams to analyze problems and propose solutions, and developing leaders' engagement skills through activities like weekly walkarounds. The goal is to shift from a top-down culture to one with more two-way communication and employee ownership of engagement initiatives.
Final linda dulye nj iabc chapter ultimate engagement 110811Dulye
The document discusses strategies for improving employee engagement through effective communication and leadership. It recommends conducting an employee survey to identify issues, then forming cross-functional action teams to address priorities. Leaders should participate in regular "walkarounds" to connect with frontline employees, and metrics should track progress in engagement and business outcomes over time. Piloting the program with a small group before expanding it is also advised.
• You are looking for cultural integration in a multicultural company
• You have to improve your productivity more than 7 %
• You want to implement self-directed teams
• You need new leadership for highly skilled power teams
• You have to solve conflicts that block more than 5% of your efficiency
• You need a successful lighthouse-style project to become the emotional
• master plan for other projects
• You want to change the lack of identification and need better employer
• image for new hires
1. The document provides recommendations for communicating organizational changes to managers and employees. It stresses keeping managers informed and focusing communications on how changes will impact teams and individuals.
2. Managers should be transparent about what is known and unknown regarding the changes. Communications should involve HR and show integrity by clearly outlining known and unknown impacts.
3. A specific communication plan is needed for each project, identifying who communicates to each impacted group and how and when communications will take place. Regular status updates and reporting on progress and early successes is also recommended.
The document provides advice for someone who has started a new job with many quality problems to address. It recommends creating a prioritization plan by assessing the costs of each problem and focusing initial efforts on the most painful issues. It also suggests communicating regularly with management about progress and limitations. Start by getting an overview of the current situation before diving into improvements. The goal is to move from constantly fighting fires to proactively preventing problems.
Shadowing the marketing department will provide insight into their processes and help identify areas for quality improvement. As quality professionals focus on customer needs and process management, they can help marketing capture valid customer requirements and ensure objectives are met. Taking on a role in an unfamiliar department presents new challenges, but also opportunities to learn and potentially solve problems the management has identified.
The document provides information on effective time management and hiring success. It discusses developing standardized processes and thoroughly analyzing job positions to improve hiring outcomes. For time management, it recommends prioritizing tasks, identifying the most productive activities, eliminating unproductive habits, automating tasks, delegating when possible, and continuously reviewing processes for improvement. Effective time management and structured hiring were presented as keys to success.
This document provides advice for someone who has been asked to head up an employee involvement initiative at their company. It recommends that they first understand the current situation by identifying any demotivators that are preventing employees from doing good work. Their goal should be to create an environment where employees find their own motivation. Finally, it notes that changing a company's culture and empowering employees will require selling the idea to managers who may be resistant to giving up control.
The document contains responses to interview questions from someone who works in the Information Technology field within the Department of Commerce. A typical day involves phone calls, meetings, and managing various projects. They work from 8am to 5pm. Important school subjects include business courses. They decided to enter this field after being recommended by a previous boss. The most rewarding part is seeing projects completed, while running out of funding can be challenging. Technology has advanced significantly in their career. They enjoy their job and feel their school prepared them adequately.
Unum Group Architect Charts a DevOps Course to a Hybrid Cloud FutureDana Gardner
Transcript of a BriefingsDirect podcast on how Unum Group has benefitted from a better process around application development and deployment using HP tools.
The document contains testimonials from participants of Derek Johnston's Speak Up! Stand Out! training programs and seminars. The testimonials praise various aspects of the training, including:
- Improved presentation skills and confidence as a presenter
- Valuable techniques taught such as body language, structure, and delivery
- Helpful one-on-one coaching sessions that provided personalized feedback
- Applicability of the training to professional and career success
The document discusses how work is changing from an industrial to a knowledge economy and how Web 2.0 technologies can facilitate new ways of working. It notes that no single person knows everything but that knowledge resides in humanity, and networks allow people to work together faster. Web 2.0 allows for increased dynamism, user-friendliness of technology, and thinking in terms of added value rather than control. The focus is shifting from a closed and hierarchical approach to work to a more open and networked one where connectivity and experimentation are encouraged.
This document provides information about Perception Mapping, a diagnostic firm that uses surveys and tools to help businesses maximize performance. They can map a business's culture to understand employees' perceptions and identify any issues blocking performance. Their process involves customizing statement sets for data collection, analyzing the data, providing feedback to managers, and measuring the impact of any changes made. Perception Mapping has experience working with large organizations across industries to enhance existing operations and provide a map for continued success.
People are the chief drivers of great customer experiences. Supporting systems play an enabling role. People with aligned happy lives that is. Grumpy complaning people aint able to
This document introduces Smart Work, an innovative program that helps organizations improve their office and administrative processes. It does this by fully engaging stakeholders, identifying inefficiencies and wastes in current processes, and providing tools to remove those wastes. The Smart Work process typically begins with introductions and training to introduce the methodology. It then maps out the current "value stream" through a visual process map. By making the process visible, problems and improvement ideas are identified and prioritized into action lists to drive continuous improvement. Smart Work has proven successful in helping organizations improve performance and empower employees.
The document discusses Lean Healthcare and its 5 piece process. [1] Lean Healthcare aims to reduce waste and increase value for patients based on the Toyota Production System. [2] The 5 pieces are: workforce development to train staff in Lean principles, continuous improvement to map processes and remove waste, improvement sustainability to stop problems and investigate root causes, workforce recognition through goals and rewards, and developing a Lean culture. [3] Other Lean tools discussed include cell layout, demand smoothing, setup time reduction, 5S, standardized operations, and problem solving using the 5 why's technique.
ManpowerGroup Solutions helped insurance company P&V replace 1,600 workstations across two sites within a tight timeframe by providing additional personnel through outsourcing. They planned and coordinated the entire project efficiently, moving 800 workstations in one location ahead of schedule and replacing 800 aging computers in another location 3 weeks early. P&V appreciated ManpowerGroup Solutions' assurances that replacement staff could be deployed quickly if needed and their transparent pricing structure.
Customer Name: Boon Edam
Industry: Manufacturing
Location: The Netherlands
Number of Employees: 700
Business Impact
• Improved communications, thanks to increased
collaboration between colleagues
• More efficient design process, resulting in productivity
improvements
• Reduction in travel time and expenditure
Employee engagement cipd (leicester branch) presentation 3rd december 2009Simon Bozeat
The document discusses employee engagement and organizational change. It provides principles and methods for inspiring leadership, building trusting relationships, developing personal growth, and achieving goals through proven techniques. The majority of the models discussed are derived from the speaker's extensive transformation work and other projects over decades. Additional resources are available by emailing the contact provided.
The document discusses employee engagement strategies presented by Linda Dulye of Dulye & Co. It describes using employee survey data to prioritize issues, forming employee action teams to analyze problems and propose solutions, and developing leaders' engagement skills through activities like weekly walkarounds. The goal is to shift from a top-down culture to one with more two-way communication and employee ownership of engagement initiatives.
Final linda dulye nj iabc chapter ultimate engagement 110811Dulye
The document discusses strategies for improving employee engagement through effective communication and leadership. It recommends conducting an employee survey to identify issues, then forming cross-functional action teams to address priorities. Leaders should participate in regular "walkarounds" to connect with frontline employees, and metrics should track progress in engagement and business outcomes over time. Piloting the program with a small group before expanding it is also advised.
• You are looking for cultural integration in a multicultural company
• You have to improve your productivity more than 7 %
• You want to implement self-directed teams
• You need new leadership for highly skilled power teams
• You have to solve conflicts that block more than 5% of your efficiency
• You need a successful lighthouse-style project to become the emotional
• master plan for other projects
• You want to change the lack of identification and need better employer
• image for new hires
1. The document provides recommendations for communicating organizational changes to managers and employees. It stresses keeping managers informed and focusing communications on how changes will impact teams and individuals.
2. Managers should be transparent about what is known and unknown regarding the changes. Communications should involve HR and show integrity by clearly outlining known and unknown impacts.
3. A specific communication plan is needed for each project, identifying who communicates to each impacted group and how and when communications will take place. Regular status updates and reporting on progress and early successes is also recommended.
The document provides advice for someone who has started a new job with many quality problems to address. It recommends creating a prioritization plan by assessing the costs of each problem and focusing initial efforts on the most painful issues. It also suggests communicating regularly with management about progress and limitations. Start by getting an overview of the current situation before diving into improvements. The goal is to move from constantly fighting fires to proactively preventing problems.
Shadowing the marketing department will provide insight into their processes and help identify areas for quality improvement. As quality professionals focus on customer needs and process management, they can help marketing capture valid customer requirements and ensure objectives are met. Taking on a role in an unfamiliar department presents new challenges, but also opportunities to learn and potentially solve problems the management has identified.
The document provides information on effective time management and hiring success. It discusses developing standardized processes and thoroughly analyzing job positions to improve hiring outcomes. For time management, it recommends prioritizing tasks, identifying the most productive activities, eliminating unproductive habits, automating tasks, delegating when possible, and continuously reviewing processes for improvement. Effective time management and structured hiring were presented as keys to success.
This document provides advice for someone who has been asked to head up an employee involvement initiative at their company. It recommends that they first understand the current situation by identifying any demotivators that are preventing employees from doing good work. Their goal should be to create an environment where employees find their own motivation. Finally, it notes that changing a company's culture and empowering employees will require selling the idea to managers who may be resistant to giving up control.
The document contains responses to interview questions from someone who works in the Information Technology field within the Department of Commerce. A typical day involves phone calls, meetings, and managing various projects. They work from 8am to 5pm. Important school subjects include business courses. They decided to enter this field after being recommended by a previous boss. The most rewarding part is seeing projects completed, while running out of funding can be challenging. Technology has advanced significantly in their career. They enjoy their job and feel their school prepared them adequately.
Unum Group Architect Charts a DevOps Course to a Hybrid Cloud FutureDana Gardner
Transcript of a BriefingsDirect podcast on how Unum Group has benefitted from a better process around application development and deployment using HP tools.
The document contains testimonials from participants of Derek Johnston's Speak Up! Stand Out! training programs and seminars. The testimonials praise various aspects of the training, including:
- Improved presentation skills and confidence as a presenter
- Valuable techniques taught such as body language, structure, and delivery
- Helpful one-on-one coaching sessions that provided personalized feedback
- Applicability of the training to professional and career success
The document discusses how work is changing from an industrial to a knowledge economy and how Web 2.0 technologies can facilitate new ways of working. It notes that no single person knows everything but that knowledge resides in humanity, and networks allow people to work together faster. Web 2.0 allows for increased dynamism, user-friendliness of technology, and thinking in terms of added value rather than control. The focus is shifting from a closed and hierarchical approach to work to a more open and networked one where connectivity and experimentation are encouraged.
This document provides information about Perception Mapping, a diagnostic firm that uses surveys and tools to help businesses maximize performance. They can map a business's culture to understand employees' perceptions and identify any issues blocking performance. Their process involves customizing statement sets for data collection, analyzing the data, providing feedback to managers, and measuring the impact of any changes made. Perception Mapping has experience working with large organizations across industries to enhance existing operations and provide a map for continued success.
People are the chief drivers of great customer experiences. Supporting systems play an enabling role. People with aligned happy lives that is. Grumpy complaning people aint able to
This document introduces Smart Work, an innovative program that helps organizations improve their office and administrative processes. It does this by fully engaging stakeholders, identifying inefficiencies and wastes in current processes, and providing tools to remove those wastes. The Smart Work process typically begins with introductions and training to introduce the methodology. It then maps out the current "value stream" through a visual process map. By making the process visible, problems and improvement ideas are identified and prioritized into action lists to drive continuous improvement. Smart Work has proven successful in helping organizations improve performance and empower employees.
The document discusses employee performance appraisals and organizational change at Fundline. It highlights the challenges of distraction and comparison that can hinder productivity and performance. It also emphasizes that change is necessary for growth but can be difficult, and successful implementation requires collective effort from all employees.
The document summarizes Group Health Cooperative's process of developing a new intranet. It conducted staff surveys and focus groups to understand needs, then issued an RFP and selected a vendor. A project team planned and launched the new intranet, which aimed to make information easier to find. However, there were surprises along the way, such as negative reactions to photos and design issues. The intranet launch taught lessons about involving stakeholders, understanding real user needs, and anticipating surprises. The intranet is now focused on continuous improvement based on data and user feedback.
Eddie Ortiz has worked for Northern Physical Therapy for 18 months, starting as a front desk employee at 5 am requiring energy and customer service skills. He has since taken on various maintenance and data entry jobs, learning tasks quickly and communicating issues until they are resolved. Eddie demonstrates dependability, communication, computer skills, time management, customer service, and problem solving. His strong work ethic and drive to do a great job impress his employer who believes Eddie will be successful in his future career.
This document discusses when and how companies should use teams, task forces, and committees to accomplish important work. While these groups can help bypass bureaucracy, the author cautions that their use may also indicate underlying issues within the core organization. Before launching a special group, leaders should consider whether it will work around capability or performance gaps that have not been directly addressed. If so, the leader needs to model addressing such issues constructively to build a respected organization and develop their people. Special groups should not perpetuate mediocrity, and their recommendations still require proper implementation.
PDP, founded in 1978 by Bruce Hubby, provides behavioral assessment tools to help organizations select, train, motivate, and retain the right employees. Over 3 million people have used PDP's validated and predictive tools. PDP helps clients achieve success by determining if individuals are suited for their jobs, able to perform at their peak, and feel understood in their work environment. Companies praise PDP for its accurate profiling of employees, streamlined processes, and ability to increase profits by reducing turnover, boosting productivity and motivation, and preventing mis-hires.
Zappos uses Holacracy with elected team representatives instead of team leads. Netflix says "Hard work is not relevant" and discourages process adherence. Teams at Facebook have every freedom to do whatever they want as long as they have "impact" with their work. Things like management by objectives, strategic goals, matrix or line organisations are discarded.
Why are they doing that? What does that mean for your startup when it reaches the magic upper limit of "it just works" at 35-50 people? Is there a blueprint for a better way? And if you already ended up in a line organisation with management by objectives etc, what would be the benefit of change?
How not to screw the operating system of your startup
British Dental Journal Article
1. Focus colour can be altered to reflect a colour used in the focus heading
ADVERTISEMENT FEATURE
FOCUSON
PROPERTY&PREMISES interested in buying a new practice?
selling to retire?
ADP The Dentist
www.adp-dental.com
Something to Smile About!
What did you like about the process How did you find the integration
of selling your practice to ADP? process into a Corporate?
Proactive and approachable. ADP Stress free integration and clinical
took a very proactive role. The team of freedom. The integration process was
people we met and dealt with were very stress free. The biggest challenge for
approachable. Nothing was too much the team was to get used to the new
trouble and we had a personal contact computer system that was installed
always available to clarify any question. but after a few challenging weeks,
They did most of the work particularly everyone has now adapted including the
with the PCT. receptionist who was computer illiterate
and now doesn’t know how she did
What did you dislike about the without it! The staff are really happy and
process of selling your practice enjoy working for ADP, receiving regular
to ADP? training and plenty of opportunities for
Nothing to dislike. There was nothing career development including extended
to dislike about ADP. nursing duties and oportunities to go
into practice management. Clinically
How long did the process take? I still have complete freedom and
Quick process. The process actually carry out a range of NHS and private
From left to right,
took place much quicker than we’d treatments Opportunities exist for
Andy Cox (ADP`s Commercial Financial Controller) anticipated. It took about three months dentists to develop and become
Max Bazzucchini (ADP`s Acquisition Manager) from the initial contact to completing mentors, lead clinicians or even Area
the deal. Clinical Managers, as I have done,
focus on property & premises
a role I thoroughly enjoy. ■
Mark Dennison and his expense sharing When did the PCT get involved and
partner decided to sell their practice what issues did you come across?
after working together for over 20 years. ADP dealt with the PCT. We informed
They successfully achieved completion the PCT as soon as we decided to go Want to have a successful
with the professional help of ADP’s staff. ahead and had some forms to sign. experience like Mark?
After that ADP dealt with the PCT.
Get in Touch!
Here Mark tells us his experience; How responsive were ADP in the
whole process? CONTACT DETAILS
Why did you choose ADP? Great throughout the whole process. Max Bazzucchini, Acquisitions Manager,
Attractive offer and a quick response. ADP were great throughout the whole E-mail: max.bazzucchini@adp-dental.com
ADP responded very quickly to our process – all questions were answered LinkedIn: www.linkedin.com/pub/max-
enquiry of sale. They organised a promptly and the fear of change was bazzucchini/15/116/714
practice visit and made an initial offer allayed for both partners and support Andy Cox, Commercial Financial Controller,
within days based on the information staff. E-mail: andy.cox@adp-dental.com
and the accounts provided, obviously LinkedIn: http://www.linkedin.com/pub/andrew-
subject to verification. Overall the offer Were you satisfied with the price? cox-acma-ba-hons/29/8a4/946
was very attractive and the people we Yes, we were very pleased with www.adp-dental.com PS210018
dealt with were very professional. the offer.
BDJ editorial staff have no responsibility for any content in this feature
2 BRITISH DENTAL JOURNAL MARCH 26 2011
PS210018.indd 2 11/03/2011 11:27