From general dentistry into orthodontic leadership
Sally Alwan’s path from general dentist to orthodontic clinical development advisor at mydentist follows a route that is becoming more familiar across dentistry, but rarely feels straightforward in real time. She began in general practice, completed a postgraduate degree in orthodontics, and was then offered the chance to work in the organisation’s orthodontic division. From there, the progression accelerated: a small NHS orthodontic contract led to specialist practice, and then into a role that combines clinical treatment with advisory responsibility. Today, she treats NHS and private patients at the mydentist Beverley Orthodontic Practice while helping shape the clinical voice of the wider organisation.
The career arc matters because orthodontics often rewards clinicians who can move between hands-on treatment, service development, and operational thinking without losing sight of patient care. In Alwan’s case, that means holding two perspectives at once: the patient seated in the chair and the systems that determine how easily care can be delivered. For working parents in particular, the ability to build a role around both clinical ambition and family responsibilities can determine whether a career feels sustainable or merely aspirational.
Clinical voice, not clinical isolation
A recurring theme in Alwan’s account is representation. Within mydentist, she describes a clinical division backed by a large support network, with clinical directors and advisors who understand the practical realities of orthodontic work. For day-to-day dentistry, that kind of structure changes the speed and tone of decision-making. A clinician who can raise concerns, test ideas, or ask for support through familiar clinical channels is far more likely to stay engaged with innovation and governance than one left to navigate change alone.
This matters in orthodontics because treatment planning, appliance choice, and patient communication are all affected by the systems around the clinician. When a new protocol or piece of equipment is introduced, the value of having colleagues who understand the division is immediate. Questions are answered in clinical language, not translated through layers of administration. In a busy practice, that difference can save time, reduce friction, and make implementation more consistent across teams.
The commercial side also carries weight. Working closely with suppliers to secure favourable arrangements and pricing is not a trivial detail; in a large dental organisation, it affects access to tools, workflow efficiency, and the pace at which practices can adopt new methods. Alwan frames this as part of a broader culture in which innovation is not slowed by corporate structure. Instead, she presents the organisation as one actively pushing digital change across the service.
Digital diagnostics and the pressure shift in clinic
The most concrete example is digital dentistry. mydentist now has the UK’s largest fleet of TRIOS intraoral scanners, and digital diagnostics have been implemented across all of its practices. Real-time radiograph analysis now supports diagnosis and treatment planning. In practical terms, that changes the tempo of orthodontic work. Digital capture can make records easier to obtain and review, and when diagnostic information arrives quickly, clinicians can devote more attention to interpretation, patient discussion, and treatment decisions rather than administrative repetition.
A scanner does not replace clinical judgment. It sharpens the conditions under which judgment is made.
For orthodontic care, that distinction is central. Treatment planning depends on anatomy, growth, compliance, and long-term objectives, all of which still require a clinician’s assessment. But digital tools can reduce the drag created by manual workflows and inconsistent record handling. That allows a clinician to concentrate on the patient relationship, which in orthodontics often spans months or years. A smoother diagnostic pathway can also improve the patient’s sense of progress, especially when visual feedback helps explain why treatment is being recommended and how the smile may change over time.
Family life and the structure that makes it possible
Alwan is equally direct about the demands of work-life balance. As a mother of two young children, she describes flexibility in working hours as essential rather than optional. The practical effect is simple: a well-organised diary reduces overwhelm before the clinic day begins. Support from both clinical and operational teams makes it easier to walk into work with a manageable schedule rather than a day already strained by competing responsibilities.
That kind of support is not universal in dentistry, and she makes that clear without exaggeration. The load is lighter when colleagues are available to share the mechanics of the day, whether that involves reception support, coordination, or team communication. In a profession where lateness, unanswered queries, and delayed records can disrupt an entire session, the difference between a supported clinic and a fragmented one is felt immediately by staff and patients alike.
Flexibility also changes recruitment and retention. Dentists who are considering family life, portfolio careers, or further training often look for signs that their employer can accommodate change without penalising ambition. Alwan’s experience suggests that progression does not have to come at the expense of personal responsibilities if the organisation is built to support variable roles and predictable communication.
Progression beyond the dentist role
Her account widens the lens beyond dentists alone. Orthodontic-trained nurses have been supported into orthodontic therapy, while others have moved into radiography and oral health courses. That internal development path is important because orthodontic services depend on multidisciplinary teams, not isolated clinicians. When support staff are given a route to grow, practices gain more capable teams and stronger continuity of care.
The organisation’s clinical conference, held every couple of years, brings clinicians from across both divisions together. Between conferences, local chats, WhatsApp groups, emails, and the Wisdom platform keep colleagues connected and recognised for their work. This kind of infrastructure matters because professional confidence is often built in small, repeated moments: a question answered quickly, an idea acknowledged, a successful change shared with peers. In a large corporate setting, that sense of connection can counter the stereotype that scale necessarily dilutes individuality.
With more than 500 practices, mydentist presents itself as a large-scale employer with room for ideas to move beyond a single site. Alwan’s message to clinicians is practical: ask what support is available for you and your team. In her experience, the answer has been choice, backed by colleagues who understand both the clinical workload and the personal realities that sit around it. For dentistry, and especially orthodontics, that combination can determine whether a career expands with time or simply becomes harder to sustain.