TLDR
- Rather than a single moment in time, scaling back is best when planned as a series of decisions made over a few years.
- When you earn less, the timing and order of your financial sources are just as meaningful as the income itself.
- The questions to consider early are as much about how you want to live as they are about money.
- Your practice is one of your most valuable assets, and there is more than one way to step away from it.
For most of a career in medicine or dentistry, the pace of your days is set by your calendar, between seeing patients, making calls and managing administration work, leaving little time to ask yourself what the next phase might look like. Easing away from a full schedule gives you the room to begin answering that question.
Retirement is a significant transition that deserves thoughtful planning long before the details fall into place. The questions below aren’t meant to be resolved in an afternoon; rather, they are worth talking through with your spouse or family, and eventually with a financial advisor who can show you what each direction could mean for your future.
The life you want
What does your ideal transition look like, and what will fill the space your work leaves behind?
The first questions to answer as you contemplate scaling back tend to be the most personal, and often the hardest. For some, an ideal transition means a few clinical days a week for several more years. For others, it is mentoring younger professionals or stepping away entirely. There is no single right path, and the one you choose today may change as you go.
There’s a deeper question to ask yourself, too: what will replace the part of your identity that has been a physician or dentist? After decades, the role is woven into how you spend your time and how you see yourself. Giving real thought to what fills that space, whether that’s community involvement, charitable work, family or a long-deferred interest, is likely to make every other decision easier.
Your practice
Have you started planning for the practice to continue without you?
If you own a practice, succession planning is another important part of preparing for retirement. For many physicians and dentists, the practice itself is among the most valuable assets in their financial picture. But it doesn’t convert to cash overnight, which is why succession planning rewards an early start, often years ahead of when you intend to step back.
Even if your transition is still years away, ask yourself where the gaps are now: is there a clear path for the practice to continue without you, and what would need to be in place for that to happen smoothly? Determining your preferred direction early gives you time to prepare for it.
Here are a few options to consider:
| Practice decision | Considerations |
|---|---|
| Sell the Practice | Transfer ownership to a third-party buyer. This process can take a year or more to complete, so consider the timing, practice valuation, tax implications and how you will support a smooth transition for patients and staff. |
| Transition Ownership Gradually | A phased transition to a partner, family member or associate can provide continuity for patients and staff while allowing you to reduce your workload over time. |
| Develop an Internal Successor | If you don’t already have someone in mind, hiring or mentoring a successor well in advance gives them time to understand your practice, patients and culture before taking ownership. |
| Wind Down or Close Practice | If selling or transferring your practice is not the right fit, closing your practice may be the best option. This requires advance planning to support your patients, staff, records, leases and regulatory obligations. |
Each path has its own timeline and its own emotional weight. After all, letting go of something you built is rarely a purely financial decision, giving yourself time to carefully consider your next steps is part of the planning too.
Your finances
Will your finances support a lighter schedule, and for how long?
Before you reduce your hours, it helps to understand how a lower income would affect your day-to-day cash flow and your longer-term savings. Will you have to draw on your personal savings or investments sooner than expected? Knowing how long your finances could comfortably sustain a reduced workload can offer a clearer sense of when and how quickly you can step back.
Is your corporate structure working for your retirement?
If you’re incorporated, are you confident your corporate structure is set up to support your retirement savings? Review whether your compensation strategy, retained earnings and tax planning are aligned with how and when you plan to retire. Planning ahead can create greater flexibility in how you access your wealth while helping manage taxes over time.
Is your estate plan current?
Confirming your estate plan reflects your current wishes is easy to put off, but it’s a step that doesn’t have to be complicated or time-consuming. It’s worth checking that your will is up to date, that beneficiary designations on registered accounts and insurance still match your intentions and, if you’re incorporated, that your shares and any holding company are accounted for in your plan.
A reduced schedule also provides a natural moment to revisit powers of attorney for property and care, so the people you would want to look after your affairs are in place if your circumstances change.
Scaling back takes the same level of care you brought to building your practice in the first place. Taking the time to think through your income strategy, corporation planning and the practical realities of transitioning your practice can help you move into retirement with greater confidence and flexibility. With plenty of lead time and careful preparation, a lighter schedule can be exactly that, lighter, with the future you worked toward well within reach.
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This article is intended as general information only and is not to be relied upon as constituting legal, financial or other professional advice. A professional advisor should be consulted regarding your specific situation. Information presented is believed to be factual and up-to-date but we do not guarantee its accuracy and it should not be regarded as a complete analysis of the subjects discussed. All expressions of opinion reflect the judgment of the authors as of the date of publication and are subject to change. No endorsement of any third parties or their advice, opinions, information, products or services is expressly given or implied by Royal Bank of Canada or any of its affiliates.










