What we’re seeing

In both Wales and England—but particularly in Wales—ongoing NHS reform is accelerating conversations about the shift to private or mixed models. The proposed Digital Access Portal in Wales, for example, could see patients allocated to practices through a centralised system—raising serious questions around patient continuity and clinical autonomy. 

As NHS morale declines, many practice owners are rethinking their commitment to NHS contracts and considering whether now is the right time to adapt or exit. 

“We’re having more conversations than ever with NHS-focused principals who are questioning the long-term viability of their model,” says Hywel Loveluck, CEO of ProPractices. 

“The reforms may be well intentioned, but for many owners, they’re a tipping point.” 

What we’re seeing

Recruitment and retention challenges are having a direct impact on succession planning. Principals are increasingly postponing retirement or struggling to identify suitable associates for buy-in. In some areas, high turnover and staffing gaps are driving stress and long-term uncertainty. 

This is leading many owners to reconsider the timing and structure of their eventual exit—often bringing conversations forward. 

“Too many principals are staying on longer than they’d planned—not because they want to, but because they can’t see a viable alternative,” explains Hywel. “That’s where good strategy and forward planning come in. You shouldn’t feel stuck in your business.” 

What we’re seeing

Buyers are actively seeking out practices that demonstrate operational efficiency, digital readiness, and reduced reliance on the principal. Practices that invest in systems like intra-oral scanning, AI-supported communication, and digital recordkeeping are increasingly viewed as more scalable and valuable. 

The presence of Treatment Coordinators and well-defined workflows also signals long-term stability and profitability—key selling points in today’s market. 

“Digital capability isn’t just a tech trend—it’s a marker of leadership and investability,” says Hywel. 

“We’ve seen practices with relatively modest turnover attract premium offers simply because they run smart, lean operations with minimal principal dependency.” 

What we’re seeing

Owners are no longer waiting until they’re ready to retire to think about their exit. We’re seeing a shift toward earlier, more strategic planning—whether that’s a gradual step back from clinical work, a phased exit over several years, or a hybrid model that retains equity post-sale. 

This flexibility not only supports lifestyle goals but also allows for stronger valuations and more buyer options. 

“There’s no one-size-fits-all model anymore,” says Hywel. “Today’s sellers are more informed—and they want choice. We help them design exits that support both their financial goals and their personal wellbeing.”