Produces Insight
Roundtable
Structured peer discussion across five defined sections. Where intelligence is shared, patterns identified, and best practices spread.
For laboratory owners
" We do not gather simply to talk. We gather to improve. "
TEREC exists to strengthen independent dental laboratories through disciplined collaboration, shared intelligence, and accountable execution.
Membership is limited
A limited seat, decided by the existing members
There are 16 member laboratories today. The group is intentionally small — it is not an open association and there is no public sign-up.
Sometimes membership is full
When it is, qualified laboratories are placed on a waiting list.
Every prospective member is vetted
Admission is decided by the existing membership, based on fit with the group's standards, willingness to contribute, and the capacity to participate fully.
Reach out regardless
Interested laboratory owners are encouraged to make contact to find out where things currently stand.
How TEREC is built
Three components, one system
Produces Perspective
Vendor & external exposure
Dedicated time to evaluate materials, technology, workflows, labs and partners through vendor meetings, demonstrations and lab visits.
Produces Execution
Pillar teams
Working teams aligned to the three pillars that convert insight into projects and deliverables.
Roundtable creates clarity. Exposure expands perspective. Teams create progress. Without all three, the system breaks down.
The three pillars
Every initiative aligns to one of three pillars
The pillars mirror how independent laboratories actually operate.
Manufacturing
The COGS side — how product is created and outcomes delivered.
- Product development, materials and indications
- Workflow and production process
- Equipment, automation, layout and throughput
- Direct labor efficiency and technical capability
- Quality execution and remake reduction
- R&D and emerging technologies
Business management & administration
The overhead and governance side — how labs are run, managed and scaled responsibly.
- Financial performance, reporting and forecasting
- Purchasing strategy and vendor management
- Facilities and infrastructure planning
- HR systems, leadership development and culture
- Compliance and quality system governance
- Strategic positioning relative to economic conditions
Customer engagement
Growth and market positioning — how accounts are acquired, served, retained and grown.
- Sales and acquisition strategy
- Customer success and service systems
- Marketing, branding and education
- Competitive positioning and market intelligence
- CRM, analytics and automation supporting growth
The meeting week
A consistent four-day structure
Day 1
Wednesday
Alignment
Board session and Team Lead alignment. The meeting is set up before it starts.
Day 2
Thursday
Insight
Opening alignment, scorecard review, five structured Roundtable sections, closeout.
Day 3
Friday
Perspective
Vendor sessions, site visits, lab tours and practical evaluation.
Day 4
Saturday
Execution
Vendor debrief, pillar team breakouts, team wrap-ups, meeting closeout.
Every cycle, Saturday closes with
- New to-dos and project visibility finalized
- A meeting rating out of ten
- An expectations check on whether each member's top priorities were met
- Confirmation of the next meeting's date and location
The annual calendar
Five meetings a year
| Meeting | Leads with | Vendor day | Led by |
|---|---|---|---|
| Winter (Jan-Feb) | Business Management / Human Resources & Leadership | Yes | Board Chair |
| Spring (May) | Product & Innovation / Manufacturing & Operations | Yes | Board Chair |
| Fall (October) | Customer Engagement | Yes | Board Chair |
| Sales & Marketing (Summer) | Customer Engagement — growth systems and sales executionAttended by the people directly responsible for customer acquisition and expansion. | Optional | Customer Engagement Team Lead |
| Operations (Spring) | Operations — production and process improvementAttended by production managers and operational leaders. | Optional | Manufacturing Team Lead |
What's expected
A peer accountability group
Value comes from engagement and follow-through, not attendance.
Submit prepared intake before every meeting
Including your scorecard numbers. This is a requirement, not a courtesy.
Read the compiled packet before arriving
Participate actively
And hold topics for their section.
Contribute to your pillar team
And to any project or to-do you accept.
Make progress visible by the next meeting
Share what is working
The group only returns what is put into it.
Confidentiality
What is said inside TEREC stays inside TEREC
TEREC operates under a standing confidentiality agreement among members. Candid operational discussion — real data, real constraints, real failures — is foundational, and only possible because of it.
Financial, operational, customer and strategic information shared inside TEREC stays inside TEREC. Members may bring learnings back to their own teams, but may not attribute specific figures or practices to a named member lab outside the group.
Plainly
What TEREC is not
- Not a social club or networking-only group
- Not a place to report out without discussion and learning
- Not a vendor sales channel — vendors are invited for structured evaluation
- Not a group where execution happens only during meetings
- Not a system that works without preparation and participation
TEREC exists to make member labs better.
How to inquire
Three steps, honestly framed
01
Submit an inquiry
Tell us about your laboratory, your market and what you're looking for from the group.
02
Conversation with member owners
You'll speak with member owners about how the group operates and whether it fits.
03
Review by the membership
Prospective members are reviewed by the existing membership. If the group is currently full, the lab is added to the waiting list.
Membership inquiry
Start the conversation
Your inquiry goes to the TEREC representative responsible for membership. There are 16 member laboratories today; if the group is currently full, qualified labs are placed on the waiting list.