Meeting Prepper for Prospect: Greg Smith @ VVardis

VVardis logo

VP Sales

Email: gregsmith553@gmail.com Date prepared: 2026-05-24 11:41 AM EDT

Meeting Opener

When I meet with Sales Leaders, the conversations typically center on three areas. Here's what they tell me.

  1. "I'm growing the team fast but not sure execution is keeping up."
  2. "I'm caught between what my sales team needs and what my product side allows."
  3. "I'm not sure my whole team is working off the same set of priorities."

Do any of those resonate with you, or is there something even more pressing?

Prospect's Predicted Pain Points
  • Aligning growth with execution vVARDIS just secured $1B+ valuation and Apollo backing, signaling investor expectations for aggressive U.S. and European expansion. The company doubled its North American footprint to 100 people in four years while scaling from 2 to 2.5M teeth treated, and now faces pressure to enter the largest DSO channel at scale (Aspen Dental partnership announced Feb 2025). Greg is likely caught between what his investors and founders expect as next growth moves and what his distributed sales and clinical teams can actually execute without breaking.
  • Clinicians vs. commercial priorities vVARDIS was founded by two dentists (Haley and Goly Abivardi) and remains majority founder-owned, meaning clinical rigor and patient outcomes are hardwired into company culture and decision-making. The commercial expansion into Aspen (largest U.S. DSO) and J.P. Morgan Healthcare visibility require sales-first thinking on speed, volume, and revenue targets that may conflict with the founders' science-first instincts. Greg is probably feeling tension between what the sales org needs to hit targets and what the clinical and product teams believe protects the brand's premium positioning.
  • Proving ROI in a thin-margin market Healthcare provider margins fell from 11.2% to 8.9% of national health expenditure between 2019 and 2024, and uninsured rates are rising due to OBBBA policy shifts, forcing dental and health systems to scrutinize vendor and product ROI harder than ever. vVARDIS's clinical success (90%+ arrest rates, 2M+ teeth treated) is differentiated, but dental practices and DSOs will demand clear financial and operational ROI on top of clinical outcomes. Greg is likely managing conversations with Aspen, independent practices, and dental schools where financial decision-makers are asking tougher questions about cost-per-case, chair time, and patient volume impact than they did two years ago.
  • Building and keeping a distributed team vVARDIS scaled from zero to 100 people in the U.S. sales and clinical support footprint in four years while maintaining majority founder control and clinician-first culture, which typically relies on founder charisma and direct accountability rather than formal management systems. The Aspen partnership and J.P. Morgan visibility raise the stakes for consistent execution across a geographically dispersed sales team and regional clinical liaisons who now report to a structure that may not have kept pace with growth. Greg is probably sensing that his team's capability to execute the next phase is uneven, and he may lack clear frameworks for who should do what, how accountability gets enforced, and what success looks like across different customer types and geographies.
Key Talking Points
  • Team Behind the Growth Many of my clients in your seat are being asked to grow faster than their team is ready for. The cracks usually show up mid-execution, not before. What's helped is getting the senior group clear on what the next phase actually requires of them. What clients tell us is the team stops reacting and starts moving in the same direction.
  • Clinical vs. Sales Tension I see sales leaders right now caught between a clinical culture that protects the brand and a commercial mandate that needs speed. It's a real bind. What gets the room aligned is making the clinical story work as a commercial asset, not a constraint. What clients tell us is they stop defending their positioning and start using it to close.
  • Making the Clinical Case Many of my clients in your seat are finding that clinical proof isn't enough on its own anymore. Buyers want to see the numbers too. What restores their confidence is having a clear financial narrative ready before the customer asks for it. What clients tell us is they stop getting caught flat-footed in tough budget conversations.
  • Dispersed Team, Shared Clarity When sales leaders are sitting where you are, a team that grew fast usually has gaps in who owns what. It tends to show up in the field. Where they get traction is getting regional leads aligned on priorities before pushing execution down. What clients tell us is consistency across the team improves once the senior group is genuinely clear.
Discovery Questions
Current State
  • When you look at your team right now, where does execution feel solid and where does it feel fragile?
  • How aligned are your clinical and sales teams when a big customer deal requires both sides to give ground?
  • What is the toughest financial objection you are hearing from DSO buyers right now?
  • When your reps are in the field, how confident are you they are working off the same priorities?
Future State
  • If your senior team was fully on the same page about the next phase, what would change first for you personally?
  • What would it take for your clinical and commercial sides to move faster without one overriding the other?
  • A year from now, what does a healthy Aspen rollout look like from a team-execution standpoint?
  • If your regional reps had a clearer shared sense of what winning looks like, how would that show up in your numbers?
Tailored Solution Recommendations
  • Aligning growth with execution [Senior Teams Alignment Coaching + One-on-One Executive Coaching]. Greg's team needs shared clarity on what aggressive expansion actually means operationally before execution breaks under pressure.
  • Clinicians vs. commercial priorities [Senior Teams Alignment Coaching + Executive Coaching Services]. Cross-functional alignment between clinical founders and sales org requires the founders and Greg to understand each other's non-negotiables.
  • Proving ROI in a thin-margin market [One-on-One Executive Coaching + Senior Teams Alignment Coaching]. Greg needs clarity on how to position clinical rigor as financial advantage; coaching builds the narrative confidence he needs in customer rooms.
  • Building and keeping a distributed team [Senior Teams Alignment Coaching + One-on-One Executive Coaching]. A dispersed team executing three channels simultaneously needs the senior group (Greg and regional leads) aligned on priorities and accountability first.
About Greg Smith

Work History:

  • VP Sales, North America, vVARDIS (2022-Present). Built the North American commercial operation from the ground up, reaching 100+ team members and 15,000+ Curodontists.
  • Region Business Manager / Regional Sales Manager / Territory Manager, Dentsply Sirona
  • Major Account Specialist, DEX Imaging

Education:

  • MS, Organizational Leadership, Embry-Riddle Aeronautical University (2012-2014)
  • BS, Homeland Security, Embry-Riddle Aeronautical University (2010-2012)

Recent Activity:

  • Greg posted about building a high-accountability culture at vVARDIS and proactively screening candidates on commitment and standards. A VP actively managing team culture and standards is a natural fit for executive coaching on cross-functional alignment and raising team performance. (approx. 2025-05-17)
  • Greg reflected on four years scaling vVARDIS in North America: 2.5M teeth treated, 15,000 Curodontists, and a 100-person U.S. team. Rapid team growth to 100+ people often surfaces alignment and change-management friction that executive coaching directly addresses. (approx. 2025-05-03)

In the News:

Dig Deeper:

Company Overview

Swiss dental medtech pioneer offering the first non-invasive, drill-free biomimetic treatment for early tooth decay.

vVARDIS (Zug, Switzerland) develops and commercializes the Curodont product line for dental professionals, using patented biomimetic peptide technology to arrest and reverse early caries without drilling. Its flagship product, Curodont Repair, achieves over 90% clinical success in arresting and reversing early lesions. Products are sold in the U.S. and Europe through distribution partners including Henry Schein. The company reached unicorn status in April 2026 following a strategic minority investment from Apollo-managed funds.

Key Facts:

  • HQ: Zug, Switzerland. Founded by sisters Dr. Haley Abivardi and Dr. Goly Abivardi, DMDs.
  • Estimated 51-200 employees; privately held (majority founder-owned post-Apollo investment).
  • Unicorn valuation confirmed April 2026 via Apollo minority investment.
  • Flagship product: Curodont Repair, a biomimetic P11-4 peptide treatment for early caries.
  • Product line also includes Curodont Protect (remineralizing gel) and Enamel Serum.
  • Over 2 million teeth treated in the U.S. in first 24 months post-launch (as of Jan 2026).
  • Available in nearly 10% of U.S. dental offices; fastest-growing dental care product in its category.
  • Key U.S. distribution partner: Henry Schein Dental. Key DSO partner: Aspen Dental (Feb 2025).
  • Science backed by 25+ years of research and 200+ scientific publications.
  • 2026 award recipient: Innovative Company of the Year and Research Award for Curodont Repair Fluoride Plus.

Leadership:

  • Dr. Haley Abivardi Co-CEO and Co-Founder
  • Dr. Goly Abivardi Co-CEO and Co-Founder
  • Jeremy Thomas President, vVARDIS North America

Recent News:

Financial Insights

Privately held

Private Swiss dental medtech (HQ: Zug). April 2026: Apollo Global made a strategic minority investment valuing vVARDIS at $1B+, making it one of Europe's rare privately-held healthcare unicorns. Founders retain ~70% stake. Prior round: $50M from OrbiMed (Aug 2025). TAM cited at $30B+ in U.S. alone. Revenue figures not disclosed.

Key Metrics:

  • Valuation (Apr 2026): $1B+. Apollo investment established unicorn status; one of Europe's few private healthcare unicorns.
  • OrbiMed Round (Aug 2025): $50M. Most recent disclosed funding round prior to Apollo deal, signaling sustained investor demand.
  • U.S. Teeth Treated (24 months): 2M+. 2M teeth treated in U.S. in first 24 months post-launch, per Jan 2026 J.P. Morgan presentation.
  • U.S. Dental Office Penetration: ~10%. Curodont available in more than 10% of U.S. dental offices as of mid-2025 company milestone.
  • U.S. Addressable Market: $30B+. Company-cited TAM for non-invasive cavity treatment in the U.S. market.

Recent Events:

Industry Trends

Macro Trends:

  • Healthcare margins are fragile as utilization rises and reimbursement lags inflation. Industry EBITDA as a percentage of national health expenditure fell from 11.2% in 2019 to 8.9% in 2024 (McKinsey).
  • Care migration to lower-cost settings is accelerating, reshaping where deals get done. EY flags volume migration to ambulatory and lower-cost settings as a top 2026 strategic force for health systems.

Regulatory Shifts:

  • OBBBA cuts Medicaid and ACA subsidies, raising uninsured rates and reshaping payer mix. Providers face higher uncompensated care; budgets and vendor ROI conversations get harder.
  • HHS is actively enforcing information-blocking rules and tightening health IT certification standards. Health systems must close interoperability gaps fast or face regulatory and revenue exposure.

Technology Shifts:

  • AI now represents 46% of all healthcare venture investment, signaling platform-level disruption.
  • Ambient AI scribing and clinical workflow automation are moving from pilots to core operations.

What This Means for Buyers:

  • Proving fast, measurable ROI is non-negotiable when my margins are this thin.
  • I need vendors who can work inside our existing data and compliance guardrails, not add new risk.
  • My team is stretched. Any solution that does not reduce admin burden will not get prioritized.
Competitive Insights

DMG (Icon Resin Infiltration) Well-established micro-invasive caries infiltration with strong proximal lesion data and broad global dental distribution. Weaknesses: Resin infiltrant blocks lesion but does not regenerate enamel; leaves rough surface on partially cavitated lesions requiring composite follow-up.

Elevate Oral Care (Advantage Arrest Silver Diamine Fluoride) SDF is low-cost, simple to apply, and widely adopted in public health and pediatric settings for rapid caries arrest. Weaknesses: Causes permanent black staining of carious lesions, limiting use on anterior teeth and reducing patient acceptance in aesthetic cases.

Dentsply Sirona (fluoride varnish and preventive portfolio) Dominant market share, deep DSO and dental school relationships, and extensive preventive product breadth across all caries risk levels. Weaknesses: Fluoride varnish achieves only superficial remineralization with roughly 34% caries inactivation rate versus over 80% for peptide-based approaches.

Prospect's Position: vVardis is the only company with clinically proven peptide (P11-4) technology that actively regenerates hydroxyapatite to the full depth of early carious lesions. Its non-staining, drill-free, single-application profile directly addresses the aesthetic and patient-compliance gaps of SDF and the passive-blockade limitation of resin infiltration.

The early caries treatment market is shifting from drill-and-fill and watch-and-wait toward minimally invasive, regenerative approaches, with biomimetic peptide technology, resin infiltration, and SDF competing for the same non-cavitated lesion indication.