Search Dental Tribune

“Innovation is one of our core values, and it’s absolutely central to our purpose.”

Dirk Jeffs, President and CEO of Ultradent Products, Inc (Images: Ultradent Products, Inc)
Dental Tribune Middle East

Dental Tribune Middle East

Fri. 17 January 2025

save

In this laid-back and engaging conversation with Dental Tribune Middle East, Dirk Jeffs, President and CEO of Ultradent Products, Inc., and Barbara Maddalena, Marketing Manager for South Europe, the Middle East, and North Africa of Ultradent Products, Inc., take us through the company’s inspiring story, and its vision for the future of dentistry. From Ultradent’s humble beginnings to its global success, they share memorable milestones, core values, and exciting plans for the Middle East. Let’s dive into this insightful exchange.

To start, can you tell us a bit about yourself? What has been your journey to becoming the President and CEO of Ultradent Products, Inc.?

Dirk: I’ve been with Ultradent for 29 years now. I started as the Manager of International Sales, which has always been a passion of mine. Before Ultradent, I worked in international sales with a focus on Latin America, but honestly, I’ve been here so long, I’ve almost forgotten what it’s like to work anywhere else!

After some years of complete focus on international sales, Dr. Fischer came to me and said, “Hey, we need someone to cover our U.S. sales; would you mind doing that?.” I remember thinking, Okay, I’ll take it on. At that time, the U.S. felt like the most foreign market to me because I’d been focused on international sales for so long. But I took on the challenge.

Not long after that, marketing was added to my responsibilities, and in 2016, I became President while Dr. Fischer remained CEO. Then, in 2020—right at the start of the pandemic—I stepped into the role of CEO.

I’ve had the privilege of working closely with Dr. Dan Fischer in all of these roles, learning from him every step of the way. It’s truly been a pleasure and an honor to have him as my mentor and boss during my career here.

My time at Ultradent has given me some of the most cherished   relationships of my life—with colleagues, customers, and people across the industry from all around the world. It’s been incredibly rewarding.

Outside of work, my big passion is cycling—both road and mountain biking. It’s something  I really enjoy and try to make time for.

Ultradent has a remarkable legacy. Could you share the story of its inception and how it has grown into the company it is today?

Dirk: The company was founded in 1978 by Dr. Dan Fischer, a dentist. He’s shared many times that he never intended to start a dental company—or any company for that matter. He just wanted to practice dentistry. But as he began treating patients, he encountered unmet needs. And if you know Dr. Fischer, you know he’s not the kind of person to settle for substandard solutions for his patients. So, whenever he came across a problem with no good solution, he created one. His first product was Astringedent, a ferric sulfate-based hemostatic agent. That product marked the beginning of Ultradent, and innovation has been at the heart of our company ever since. Over the years, we’ve introduced many groundbreaking products. Initially, all employees were Fischer family members, but as the company grew, non-family members joined the team. Despite this growth, the family-oriented culture and sense of connectedness have remained core to who we are.

After Astringedent, more innovations followed. For example, we were pioneers in the tooth whitening space with the Opalescence brand and we continue to lead the professional market. In fact, we’re gearing up to launch a new whitening innovation in early 2025 in the U.S. and a bit later globally. Curing lights with the VALO family were another area where we established leadership early on, and we’re making significant inroads with restorative and preventive materials as well.

Our global footprint has grown tremendously over the years. Our headquarters are in Utah, but we now have offices, logistics centers, and other facilities in 11 countries. These serve as bases to support sales and distribution of our products to over 130 countries worldwide. About 70% of our sales actually come from outside the U.S., which speaks to how global we’ve become.

Recently, we’ve made some exciting acquisitions, including our distributor in Mexico, which helps us get closer to our customers in that important market, and a dental products manufacturer in Lithuania called i-dental, which will help us reach more dentists in price-sensitive markets with quality materials.

Today, Ultradent employs around 1,900 people worldwide. We’re a very vertically integrated company, handling everything from R&D to marketing and sales, as well as all the supporting functions you can imagine. We’re  incredibly fortunate to have such a talented and committed team of professionals.

The company is still privately owned by the Fischer family, and Dr. Fischer now serves as CEO Emeritus. He acts as a sort of one-man board of directors for me, and I often think about how lucky I am to have his experience and guidance just a phone call away. Several of his children also work in the company, including in executive roles.

As we celebrate 46 years, we’ve stayed true to our founding principles, such as minimally invasive dentistry and a focus on prevention—preserving as much of the natural tooth structure as possible. We believe that nothing in the restorative realm surpasses what nature provides.

“Our goal is to make clinicians’ lives easier, simplify their work, and support minimally invasive and preventive dentistry.”

Ultradent is known for its strong values. What are the core principles that guide the company’s operations and decisions? How do these values reflect in your products and the way you interact with dental professionals?

Dirk: Our core values are something we cherish. They were established years ago by Dr. Fischer and a group of employees representing various roles and levels within the company. These values weren’t  created just to put on a plaque and impress visitors. We take them seriously—they’re like a code of conduct, setting expectations for how Ultradent employees should behave. They also reflect what we hope our customers and everyone we interact with see in us. In many ways, these values define and shape our company culture.

There are five core values, and each plays an essential role in who we are:

  1. Integrity: We define this as honesty plus courage. It’s foundational to everything we do.
  2. Quality: This doesn’t just apply to our products, though that’s a given—it also extends to our service and the relationships we build and nurture. We take pride in this.
  3. Innovation: This is a big part of our identity and has been a key driver of our growth. Our customers expect us to innovate, and we love rising to that challenge.
  4. Care: This is about how we treat everyone—our colleagues, vendors, customers, and anyone we interact with. It’s central to how we operate.
  5. Hard Work: This one really stands out to me. Over the years, I’ve been consistently impressed by the dedication and effort our team puts into their work, always striving to go above and beyond.

These five values are more than just words—they truly guide how we operate as a company and how we interact with the world around us.

Looking ahead, what is Ultradent’s vision for the future of dentistry? How do you see the industry evolving, and what role will Ultradent play in that transformation?

Dirk: Ultradent’s role in the present and future of dentistry is deeply rooted in innovation. It’s   always been our driving force, and we’re committed to continuing our investment in it. Digital dentistry is undeniably the future—and the present. Its adoption and evolution are accelerating rapidly, and while many of our current products support the digital dentistry workflow, we’re actively working on how we can contribute more directly to this space.

Another area we’re focusing on is meeting the needs of aging populations in many countries, which will require specialized care. We’re developing solutions to address these unique challenges.

AI is another transformative force that will have a growing influence in dentistry. I don’t believe AI will ever replace clinicians—it simply can’t replicate the human interaction and emotional connection that are so integral to patient care. However, it can make clinicians more efficient and effective. For example, AI is already proving helpful in areas like treatment planning. As with any tool, if it can help improve outcomes for clinicians and patients, we should embrace it—and we are.

Ultradent has always been synonymous with innovation, and that won’t change. We’re keeping a close eye on these areas and working to ensure we remain at the forefront of advancements in the industry.

As a global leader, how does Ultradent support dental professionals worldwide, especially in regions with unique challenges?

Dirk: I’m glad you mentioned the word global because it’s such an important part of our vision statement—our purpose—which is improving oral health globally through science, creativity, and   education. As I mentioned earlier, 70% of our business is outside the United States. A significant portion of that is in regions with unique challenges, such as economic instability, social unrest, and more. We believe we’re not truly fulfilling our purpose unless we’re reaching and helping as many people as possible, no matter the obstacles.

One of the most impactful ways we contribute to all markets—whether they’re developed, developing, or undergoing transformation—is through education. Since the very beginning, we’ve invested heavily in providing continuing   education for clinicians. This includes in-person seminars, online events, and similar initiatives around the world. Education has  always been a priority for us, and it will continue to be.

We also have offices worldwide and regional experts, like Barbara, who deeply understand their territories, customers, and the local market dynamics. They bring valuable cultural insights and help us execute educational efforts that resonate with specific regions. I truly believe education is one of the most meaningful ways Ultradent can make a difference on a global scale.

Innovation is key in dentistry. How does Ultradent approach research and development to stay ahead in a rapidly changing field?

Dirk: Innovation is one of our core values, and it’s absolutely central to our purpose. At Ultradent, we have an incredible team of engineers and chemists who focus on “blue sky” innovation—exploring new possibilities and pushing boundaries. They also receive valuable guidance and feedback from our global team of clinicians, who are wet-hand dentists with progressive, forward-thinking ideas. On top of that, our global marketing team provides input to ensure our innovations meet the real- world needs of practitioners and patients alike.

Over the past decade, we’ve also built strong business development capabilities that have enabled us to collaborate with external partners to bring great ideas to life. While we rely heavily on     organic innovation, in recent years we’ve increasingly embraced partnerships as well.

One example is our collaboration with Azena Medical, which allowed us to introduce the Gemini family of diode lasers to the market. It’s a great example of how we’re able to leverage brilliant minds outside of our company to bring groundbreaking solutions to the world. After all, we know we can’t do everything within the walls of our own buildings, and by partnering with others, we can expand our reach and continue to innovate effectively.

What do you find most fulfilling about leading Ultradent, especially during such transformative times for the dental industry? How does that feel and can you tell us a little bit more about your job and about how you try to motivate your people?

Dirk: The most rewarding part of my job is definitely working alongside my Ultradent colleagues.  They impress me daily with their capabilities and commitment to our vision.  I’ve had the honor to work with many of them for decades now.  Witnessing them  develop and grow and leverage that personal growth to drive the company to new heights each year has been a total delight.

I think one of the most important things we can do to motivate employees is to help them truly  understand and buy into our vision. Our vision, which I’ve mentioned before, is improving oral health globally. We measure how much of that vision we’re accomplishing, or how big of a difference we are making in the world, through sales—the quantity of our products that are reaching practitioners and, ultimately, their patients.

Within the company, we spend a lot of time illustrating the difference our products make in the hands of clinicians. Our goal is to make their lives easier, simplify their work, and support minimally invasive and preventive dentistry. This, in turn, makes a real difference in the lives of patients.

We receive so much valuable feedback from clinicians, including cases where our products have significantly impacted their patients.  A great example is whitening—this minimally invasive, relatively inexpensive, and non-invasive treatment can transform someone’s life. We’ve heard stories of patients who were previously unwilling or embarrassed to smile but, after whitening, feel confident and happy again. The joy they experience, the way it enhances their relationships and overall quality of life—it’s wonderful to see and be a part of.

We share these stories internally so our team can see the role they play in making a difference. Whether it’s through developing, marketing, or distributing our products, every person at Ultradent contributes to creating meaningful change in the world, and we want them to feel proud of that.

Is there anything you can share with us? Which is, you know, how important is the Middle East region for Ultradent and water in general? Your plans for the region?

Barbara: We’ve been present in the region for many years, though  I was trying to recall exactly when we started. Currently, we have broad coverage across almost all areas, with only a few exceptions due to political reasons or where sales aren’t possible. Over the years, we’ve built very strong and lasting relationships with our partners there. For example, just last week, we organized conferences in Saudi Arabia, which is a great demonstration of our ongoing commitment.

Our goal is to continue collaborating closely with our partners, growing together and always providing them with the support they need. One of the key challenges in the Middle East is navigating the complex and ever-changing regulations. We work hard to stay on top of these changes and support our partners as much as possible so they can succeed in serving their markets.

This year, we’ll also be at the AEEDC trade show in the region. We’re excited to unveil a new booth to refresh our image and enhance our presence there. Education will remain a core focus of our efforts in the region. As Dirk often says, we strongly believe in the importance of helping our customers learn about our products and how to use them effectively in dentistry. Education is central to everything we do.

Finally, if you had to sum up Ultradent in one sentence, what would you say?

Dirk: That’s a tough one to sum up in just one sentence—it might be a long one, so bear with me! I’d say what we’re striving to do, and what will continue to drive us for years to come, is to make a positive difference in the world by delivering progressive and trustworthy solutions to dentists, ultimately  improving oral health—and, by   extension, overall health—for patients everywhere.

Thank you

To post a reply please login or register
advertisement
advertisement