Digital Dental Technology: Scale Instead of Stagnate
Interview with Alexander Leuchtner, Managing Director of Leuchtner Dental Technology GmbH
Dental technology is undergoing a transformation – digitalization, automation, and new business models are fundamentally changing the industry. Alexander Leuchtner, together with his brother, is leading their father’s lab founded 35 years ago into the future. While many competitors stick to traditional craftsmanship, Leuchtner focuses on scaling, strategic development, and innovative solutions for dentists. In the interview, the managing director explains how modern technologies optimize processes, the role of corporate culture, and why the courage to change is crucial.
Wirtschaftsforum: Mr. Leuchtner, please tell us a little about your background.
Alexander Leuchtner: The lab was founded by my father 35 years ago and was traditionally managed as a craft business with about 20 employees. My brother and I didn't necessarily have to join, but I started my training there initially. After completing my master's certification, the entrepreneurial motivation kicked in. We divided the tasks: my brother manages the production, while I am responsible for sales, marketing, and business administration. I've been out of production for 13 years and have become more of the classic business economist. My father still works in the company as well. He takes care of a part of patient care and quality assurance and greatly enjoys seeing his company being continued by his sons. Through this division of labor, we were able to grow, and now we have about 65 employees.
Wirtschaftsforum: What sets your company apart from its competitors?
Alexander Leuchtner: We have understood what it means to scale. Many dental technicians love their job, but want to stay in their area of expertise and have little interest in growth or digitalization. I, on the other hand, have slipped into the entrepreneurial role and see myself more as someone who develops people, conducts employee discussions, and strategically manages customers. Many self-employed bosses, especially of the older generation, think: 'If I don't do it myself, it won't be done right.' I, however, believe: Others can do it much better than me.
Wirtschaftsforum: What does digitalization mean in dental technology?
Alexander Leuchtner: Up until 15, 20 years ago, all processes were manual. Today, we sometimes do not receive any physical impressions at all, but rather intraoral scans. These are imported into CAD software; we design the dental prosthesis on the computer and then produce a product with a manufacturing depth of up to 70% from the milling machine or 3D printer. Unfortunately, what has not evolved is the courage of many dentists. Therefore, we have developed a concept to minimize the three main hurdles: the monetary aspect, the question of accuracy, and implementation in the team. We purchase the scanners and rent them to dentists without financial risk for them.
Wirtschaftsforum: What advantages does digitalization bring?
Alexander Leuchtner: Digital data sets save on silicone and deliveries. Digital mock-ups and AI improve planning by visualizing the care in advance. Patients see their changed self-image, and the treatment success becomes more predictable – for example, with aligner therapies in orthodontics. Navigated implantation also benefits: Digital planning enables precise drilling templates for exact implant placement.
Wirtschaftsforum: What are your goals as the current generation?
Alexander Leuchtner: We are evolving beyond dental technology to be more of a solution provider – someone who largely takes care of everything around the dentist, such as billing or professional onboarding in the practice. Growth can also mean 'maturing,' not just expanding, but also in terms of perfecting processes. Digitalization still has much to offer in terms of productivity and economic efficiency. We aim to increase revenue per head with a high degree of digitalization while simultaneously improving product quality.
European Business: How does corporate culture shape your company?
Alexander Leuchtner: Relationships are important to us, but results are our primary focus—about two-thirds result-oriented, one-third relationship-oriented. It is mandatory for everyone to take responsibility in their role. We are strongly results-oriented and not so much task-oriented, meaning we give people the freedom to reach their goals, but the goals are clearly defined. We create a space where motivated people can deliver results. With new employees, it is very important to us that they fit in with us. We prefer not to hire anyone rather than hire the wrong person.