In 2010, Dr. Lazare gave up the Great Neck practice and the partnership dissolved. He began looking for a new space in Manhattan where he could bring his practice vision to life.

Dr. Lazare found his new office space in a 100-year-old building on East 61st Street in Manhattan. Previously a medical building, the 1,104-square-foot space had all of the features Dr. Lazare wanted in his new practice, including two terraces overlooking the cityscape – a rare find in New York City.

Over the years, Dr. Lazare had built up a strong relationship with Patterson, so he knew he could rely on the New York Branch to help him create the practice he envisioned. He provided his Patterson team with a list of his wants and needs for the new practice, including a reception area, four operatories, a VIP room, one public and one private bathroom, a laboratory, sterilization center, staff room, storage closet, IT closet and a private office.

Including all of these features in the small space was not an easy feat. Plus, plans for the century-old building were unavailable, forcing the team to work around immovable objects such as columns and solid brick walls. “We had a lot of obstacles dealing with the time constraints of Manhattan and the surprises that come with demolishing an old building like that,” said Patterson Equipment Specialist John Surma.

However, with a few small sacrifices on Dr. Lazare’s part – and 14 floor plan revisions – Surma and the Patterson team created a floor plan that included all of the features the doctor had hoped for. “Patterson helped a lot,” Dr. Lazare said. “Each time a plan came back, we got closer and closer. I had a lot of things I wanted to do in the small space and they helped me achieve that.”

Though Dr. Lazare was willing to make sacrifices on the floor plan, he would not settle for less than the best when it came to his equipment and technology. He knew that an unwavering commitment to quality was key to making his office comfortable, not only for his patients, but also for him and his staff. “Although expense is always a consideration, his decisions were based on what he needed to do to best provide for his patients,” said Surma.