Dr. David Tabaroki is an oral and maxillofacial surgeon and multiple practice owner based in New York. Over the past two decades, he has built a career characterized by discipline, consistent growth and a clear focus on long-term results.
Dr. Tabaroki was born in Tehran, Iran and moved to New York at the age of 12. This early transition shaped his work ethic and attitude. He then attended Yeshiva University on a full scholarship and then NYU, where he also received a full scholarship. He graduated as one of the top five percent of his class, received honors and was included in the dean’s list.
He completed four years of surgical training at Montefiore University Hospital, one of the most prestigious oral and maxillofacial surgery programs in the United States. The experience strengthened a mindset based on precision, accountability and consistency.
More than 20 years ago, Dr. Tabaroki the Queens Blvd Oral Surgery. Instead of expanding quickly, he focused on building strong systems and reliable patient care. This approach led to the growth of two additional practices: Jamaica Estates Oral Surgery and Gramercy Dental Group.
Today he is considered a leader in his field and is known for combining clinical expertise with operational discipline. His work reflects a belief in long-term thinking over short-term gains and in developing structured practices.
Q: Let’s start at the beginning. How did your early life shape your career path?
I was born in Tehran, Iran and moved to New York when I was 12. This kind of transition changes the way you see things. You realize early on that you have to adapt quickly. Nothing will be handed to you. I focused on school because I could control it. This attitude stayed with me throughout my career.
Q: You received full scholarships to both Yeshiva University and NYU. What led to this level of performance?
For me, education was a responsibility and not an option. At NYU, I graduated in the top five percent of my class and made the dean’s list. It wasn’t about being the smartest person in the room. It was about consistency. I showed up every day and did the work, even if it was repetitive or difficult.
Q: You then completed training at Montefiore University Hospital. How was this experience?
Montefiore was intense. It is a four-year oral and maxillofacial surgery program that will challenge you in every way. Long hours, high expectations, constant pressure. But there I learned how to make decisions under stress. In this environment you don’t have the luxury of hesitation. It builds a level of discipline that affects everything else.
Q: What motivated you to open your first practice?
After training, I didn’t wait for the perfect setup. I opened Queens Blvd Oral Surgery over 20 years ago. I didn’t know everything back then, but I understood the basics: caring for patients, building trust, and staying consistent. That was enough to start with.
Q: Growing from one practice to three is no small step. How did that happen?
It wasn’t a quick expansion. Above all, the first training session had to work. Over time, I noticed patterns – what patients needed, where systems were breaking down, how staff performed under pressure. This led to the founding of Jamaica Estates Oral Surgery and later the Gramercy Dental Group. Each new location was about solving a real problem, not just pursuing growth.
Q: What do you think people misunderstand about running a dental or surgical practice?
Many people think it’s all about clinical skills. That’s just part of it. The bigger challenge lies in the operational area – scheduling, staffing, communication, tracking. If these systems don’t work, it doesn’t matter how competent you are. Practice becomes reactive rather than structured.
Q: You mentioned systems several times. Why are they so important?
Because they reduce uncertainty. Early in my career, I made the mistake of hiring too quickly. I focused on technical skills and ignored how people fit into the team. It led to tension and inefficiency. After that, I paid more attention to how systems and people work together. Strong systems make everything more predictable.
Q: How do you approach growing your business today?
I think in decades, not quarters. This changes your decisions. You are not looking for quick success. You are building something that lasts. Growth comes from doing the same things well over a long period of time.
Q: What role does technology play in your work?
Technology is useful, especially for patient education. Tools like imaging and simulations help patients understand what is happening. But technology should support your process, not replace it. The fundamentals don’t change.
Q: What does a typical day look like for you today?
I’ll start early. I review my schedule and any operational issues before the day begins. Once I’m in the practice, it’s a mix of patient care and practice support. I’m still working out the details. This helps me understand what is actually happening, not just what is being reported.
Q: How do you define success at this stage of your career?
It is balance and stability. I live on Long Island with my wife and five children, so family is a big part of it. Professionally, success means that practices run well without constant intervention. For me personally it means being present outside of work.
Q: What keeps you grounded outside of dentistry?
I follow sports – Giants, Knicks, Yankees. There is something special about watching teams prepare and perform that resonate. You see the impact of consistency and teamwork over time. It is similar to business in many ways.
Q: Looking back, what was the most important factor in your career?
Consistency. Not even doing anything extraordinary, just mastering the basics well every day. That’s what a career is all about.
