Manager of Acquisitions & Operations
Simon Leizgold
Simon Leizgold leads the business and operational side of Polo Dental — acquisitions, operations, business development and practice growth — so that the clinical team can concentrate on patient care.
A business and operations role, not a clinical one
Simon Leizgold serves as Manager of Acquisitions & Operations at Polo Dental. The work sits entirely on the business side of the organization: how the practice is run, how it grows, how its systems and technology are chosen, and how the administrative experience around an appointment is designed.
Simon Leizgold is not a dentist. He does not provide clinical dental treatment, examine patients, diagnose conditions or give clinical advice. All dental care at Polo Dental is provided by Dr. Marianna Zadov, DDS.
How the two sides of the practice fit together
Polo Dental deliberately separates clinical responsibility from business responsibility. Dr. Marianna Zadov, DDS is responsible for clinical dental care — examinations, diagnosis, treatment planning and treatment. Simon Leizgold works alongside her on the business and operational development of the organization.
That division is not cosmetic. It means clinical decisions are made on clinical grounds, and business decisions are made by someone whose full attention is on operations, growth and infrastructure. Where the two meet — scheduling, capacity, equipment, technology, communication with patients — Simon and Dr. Zadov work through it together, with the clinical requirement leading.
Areas of responsibility
Simon Leizgold's remit spans the operational and commercial functions that keep a modern dental organization running and allow it to expand responsibly.
Business operations
Day-to-day operational oversight of the non-clinical side of the practice, so the schedule, the front office and the back office work as one system rather than three.
Practice acquisitions
Evaluating and advancing practice acquisition opportunities, including diligence, transition planning and the operational integration that follows a transaction.
Business development
Identifying growth opportunities, building referral and community relationships, and developing the partnerships that widen the practice's reach.
Marketing strategy
Setting marketing direction — positioning, messaging, digital presence and how the practice presents itself to prospective patients in West Palm Beach.
Sales
Overseeing the commercial side of growth: how enquiries are handled, how prospective patients are followed up, and how relationships are converted and kept.
Operational systems
Designing the workflows, checklists and reporting that let a dental office run predictably instead of relying on memory and improvisation.
Technology implementation
Selecting and rolling out the practice's software and administrative technology, then making sure the team is trained and the tools are actually used.
Patient experience
Improving the non-clinical parts of a visit — booking, communication, wait times, paperwork, follow-up — because those shape how care feels to patients.
Practice growth
Planning capacity, staffing and infrastructure so that growth does not come at the cost of the unhurried appointments the practice is built around.
Process improvement
Reviewing what is slow, duplicated or error-prone in administrative work and rebuilding it, measuring the result rather than assuming an improvement.
Strategic planning
Long-range planning for the organization: where it invests, which locations and services it develops, and how those decisions are sequenced.
Operations as part of the patient experience
Most of what a patient remembers about a dental practice happens outside the operatory: how easy it was to get an appointment, whether the paperwork made sense, whether the estimate matched the conversation, whether anyone followed up afterwards. Those are operational outcomes. Simon Leizgold's work is to make each of them dependable, so the quality of the clinical care is not undercut by the process around it.
The same thinking drives acquisitions and growth. A practice that joins the organization inherits systems, technology and administrative standards — and the point of getting those right is that patients notice continuity rather than disruption.
Working with the clinical team
Simon Leizgold's role is described alongside Dr. Zadov's on the leadership page, and the practice's broader philosophy is set out on the about page. Patients who want to know who provides their care should read Dr. Marianna Zadov's profile; patients with questions about billing, scheduling or the practice itself can reach the office through the contact page.
Additional information about Simon Leizgold's professional background is available at SimonLeizgold.com.
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