Allied OMS
Building a Repeatable Culture of Growth
Eight weeks later, our receptivity to sharing discomfort has increased significantly across the organization.
"What it really challenged me to do as a leader was stop making excuses to embrace the discomfort.”
DAN HOSLER | FOUNDER + CEO | ALLIED OMS
About ALlied
Allied OMS is a fast-growing oral surgery management organization with 60 locations, one corporate headquarters, and more than 700 employees across the field. As the company continues to grow through new partnerships and expansion, the challenge is not just scaling operations, but building a leadership culture strong enough to carry from corporate into each individual practice where doctors, staff, and patients experience it every day.
Our approach
Keynote at Allied OMS all-surgeon meeting
Customized pre-event interviews with oral surgeon partners
Practical framework doctors could use inside their own practices
Hunting Discomfort Book Signing
The audience:
Oral surgeons, practice leaders, practice administrators, board doctors, and management leadership across Allied OMS
WHY STERLING:
Daniel first saw Sterling speak at the Straumann Global DSO Summit and immediately saw the potential fit. What stood out was not just the story, but the way Sterling turned personal struggle into a framework for both personal and professional growth. That sparked the intellectual curiosity Daniel knew would matter with Allied’s oral surgeons.
Just as important, Sterling did the prep work. He interviewed Allied oral surgeons before the event, learned the language and hot buttons that mattered inside their practices, and customized the keynote to reflect the real pressures they were facing. That connective tissue made the message land in a meaningful way.
The impact:
The framework translated immediately:
This was not a room full of passive listeners. Surgeons were taking notes, snapping pictures, and actively thinking about how to apply the framework back at their own locations. The message gave them a practical structure they could use while still preserving ownership over their own culture and leadership.
Discomfort became easier to talk about:
In the weeks after the keynote, openness increased. Harder conversations became more direct. There was more willingness to ask honest questions, name what was not working, and share uncomfortable truths in ways that could actually help the organization improve.
Core values became more real:
Allied OMS had already built around principles like growth is fueled by friction and fail fast, succeed sooner. The keynote gave those values more traction. They stopped living only in company language and became more visible in leadership behavior, decision-making, and team conversations.
Leadership had a stronger way to handle pressure:
For the management team, the message reinforced that discomfort is not a sign something is broken. It is part of leadership. The framework helped create a more emotionally steady way to handle difficult conversations, feedback, uncertainty, and change without constantly slipping into avoidance.
CLIENT CHALLENGES:
Growth created distance:
With 60 locations and a relatively small corporate headquarters, Allied OMS was navigating how to build a strong internal culture at the center and have it actually permeate into the field. The real work was happening inside the practices, where doctors were leading teams, treating patients, and shaping the day-to-day experience.
Culture needed to become repeatable:
As the organization grew and new groups joined, culture could not depend on proximity alone. Allied OMS needed repeatable frameworks doctors and practice administrators could use consistently — both when leadership was in the room and in the day-to-day moments between visits.
Change needed to be practical, not theoretical:
The company already believed that growth is fueled by friction. But belief alone is not enough. The need was for a framework that helped doctors and leaders actually use discomfort well — inside difficult conversations, practice leadership, change management, and team culture.
THE RESULTS: 4 MONTHs Later
Before the keynote, Allied OMS was already relatively open to change. But openness is different from readiness. What shifted was the ability to recognize discomfort faster, talk about it more honestly, and move through it with more intention.
Instead of treating friction as a disruption, the team had a stronger shared language for seeing it as part of growth. That made change easier to engage, easier to teach, and easier to carry into the practices where leadership actually gets tested.
Leadership Takeaway
The challenge was not just to understand the framework intellectually, but to live it. That meant confronting the tendency to put off uncomfortable conversations, delay hard decisions, or make excuses in the name of timing, bandwidth, or mental fatigue.
What emerged was a more practical leadership standard: if there is discomfort being avoided today, it is probably the doorway to a better tomorrow. That shift made the keynote useful not just as an event, but as a daily operating lens.
The Lasting Value
For Allied OMS, this was not just a keynote that landed well in the room. It became a usable framework for a growing organization trying to build better leaders and stronger cultures across dozens of practices.
The lasting value was not inspiration alone. It was a simple, self-reinforcing model leaders and doctors could carry into real moments of pressure, friction, and growth — and use to lead more honestly, more steadily, and more effectively.
Our Methodology
Breakthrough cultures drive breakthrough performance. We’ve built a 12 week, 5-step process to identify and solve for root problems to deliver maximum impact before, during and after events.
Growth No Matter what starts here.
Inquire about bringing me into your next event.