After five years in practice, Dr. Christopher Bauer faced a choice: renovate his existing office or acquire the adjacent space and expand. He had already invested in a range of clinical technologies, but their placement in the old layout was suboptimal. The practice’s 3D printer was stored in the sterilization room and the cone beam CT lived in his personal office. Those cramped, scattered locations made expansion the more practical option to both grow the practice and bring technology into a coherent clinical workflow.
Dr. Bauer’s decision combined operational needs with patient-facing strategy: by creating more space he could reorganize equipment into a dedicated lab that also serves as the first thing patients see when they enter the practice.
The renovated space centers a large, visible lab in the reception path so patients encounter the technology immediately. Dr. Bauer intentionally put the lab “center stage” as a way to prompt conversations about the kind of dentistry offered. The presence of equipment up front is meant to shape patient expectations and to serve as a visual explanation of modern treatment options.
This design choice emphasizes transparency and education: rather than hiding advanced tools in back rooms, the practice highlights them as part of the patient experience. According to the article, the lab’s visibility is a conversation starter that helps patients understand proposed treatments before a formal plan is presented.
Dr. Bauer’s practice routinely uses several technologies to support diagnosis, treatment planning, and patient communication. The article names the following modalities:
Dr. Bauer emphasizes the value of visual information in patient acceptance of care. He is quoted saying he dislikes delivering bad news like diagnosing cavities, but that showing images helps: “A picture is worth a thousand words. Seeing it on the screen, they’re like, ‘Oh yes, let’s start. Let’s fix that.’” Having patients view their issues appears to increase their willingness to request and accept treatment, a departure from what he describes as a more typical pattern of patient hesitancy.
The source does not report clinical outcome data, case volumes, cost information, or specific brands beyond naming general technology categories.
Dr. Bauer attributes part of his practice’s technological success to collaboration with Patterson Dental representatives. During the expansion and ongoing decisions, he says he ran ideas past his territory representative, Sean Beshwate, and considers Sean a business partner for technology and business choices.
The article also quotes Patterson equipment specialist Rick Hodkin, who places Dr. Bauer among a small segment of dentists offering this range of in-office technology: “I would say he’s probably in the top 1% of dentists. Not many people have all these things to offer.” Patterson’s role in this account is described as consultative—helping with equipment selection, layout advice, and ongoing support—although the article includes no contract, pricing, or implementation timelines.
Readers are directed to an external article and a video for a closer look at Dr. Bauer’s lab and his preferred technology; the source provides links to both. The piece is authored by Patterson Dental and presents the company’s commitment to partnering with dental practices through equipment, expertise, and support.
The article highlights how thoughtful practice design, strategic placement of dental technology, and vendor partnership can change patient conversations and practice capabilities. It does not include measured clinical outcomes or detailed technical specifications. For more visuals and context, the source points readers to the linked article and video showing the practice and its lab.
The article’s author is Patterson Dental. The piece notes Patterson’s mission to support dental practices with Trusted Expertise and Unrivaled Support but does not provide independent evaluation data or external validation of clinical impact.