"We're busier than ever. Where is the money going?"

If that phrase has ever crossed your mind—or come out of your mouth—you're not alone. It's one of the most common things financial advisors hear from veterinary practice owners, and it almost always signals the same underlying issue: a financial blind spot.

In our recent VetPartners webinar, Kyle Lindemann, CPA, senior tax manager with BerryDunn, and Jeff Bliss, CPA, senior manager with BerryDunn, walked us through 12 of the most common financial blind spots they see when working with veterinary practices. Whether you're a practice owner, a manager, or an advisor serving the veterinary space, these are worth knowing.

What is a financial blind spot?

A financial blind spot occurs when a business owner lacks full visibility into the true financial health of their practice, or makes decisions without the complete picture. It's easy to mistake activity for profitability. A packed schedule and a growing team can feel like success, even when the numbers tell a different story.

Here's a look at all 12 blind spots covered in the webinar. Watch it on demand here! 

12 financial blind spots that may be holding your practice back

1. Confusing busyness with profitability 

Increasing revenue paired with shrinking margins is a classic sign that activity and profitability aren't moving in the same direction. Growth that creates more complexity without more profit, like opening a second location before the first one is running efficiently, is a warning sign worth taking seriously.

2. Profitable on paper, stressed in reality 

A strong income statement doesn't always mean a healthy business. If cash balances are decreasing year over year, or owners have no idea what their tax bill will be until March, there's a disconnect between what the financials show and what the business actually feels like to run. Liquidity, not only profitability, needs to be part of the conversation.

3. Limited financial visibility 

Many owners review financials once a year, usually only at tax time. By then, it's too late to course-correct. Practice leaders should review financials monthly, at a minimum, and ideally with a consistent set of books structured around the VMG-AAHA Chart of Accounts, which was updated in early April 2026. Comparative financials (month-over-month or year-over-year) and expenses shown as a percentage of total revenue are essential tools for spotting trends early.

4. Pricing that hasn't kept up 

This is one of the most pervasive issues in veterinary medicine. Fees lag behind inflation due to fear of client pushback or worry about competitors, while costs, especially labor and medical supplies, keep climbing. When vendor costs go up, the practice shouldn't absorb them. Consistent financial review makes it easier to spot when expenses are outpacing revenue before the damage is done.

5. Revenue leakage through missed charges and excessive discounting 

Missed charges are rarely intentional, but they're costly; every dollar of a missed charge is a dollar off the bottom line. Chart audits can help identify gaps. Discounting deserves the same scrutiny. Consider setting user restrictions in your PIMS software, so not everyone has unlimited ability to discount, or giving doctors a preset annual discretionary discount amount.

6. Revenue mix distortions 

Online pharmacy sales, boarding, and grooming can significantly distort how your financials compare to industry benchmarks. For example, an online pharmacy typically carries a 20% margin, compared with roughly 60% for in-house pharmacy sales. Stripping out non-core revenue streams when benchmarking gives a much clearer picture of how your core medical services are actually performing.

7. Misaligned compensation structures 

The ProSal method—where pay is tied to a percentage of production, typically around 20% for veterinarians—can be a useful benchmark even for practices that don't use it as their primary compensation model. For other staff, industry benchmarks to know include: 

• Veterinary technicians and assistants: 9% to 10% of revenue

• Receptionists: 6% to 8% of revenue

• Administrative staff: 3% to 4% of revenue

8. Labor growth without productivity clarity 

Hiring more staff or another veterinarian doesn't automatically translate to revenue growth. If the current team isn't at capacity or the schedule isn't fully booked, adding another employee can strain resources. Careful analysis of current capacity and demand should come before any hiring decisions.

9. Inventory as a cash trap 

Over-ordering ties up cash, wastes shelf space, and risks expiration. As patient visit volume has softened across the industry in recent years, inventory purchasing hasn't always adjusted to match. One low-tech but effective method is the "dot method"—mark every item on the shelf on a single day, then check back in 60 to 90 days to see what hasn't moved.

10. Ignoring the balance sheet 

The income statement tells you what the practice made, while the balance sheet tells you whether the business is actually healthy. Three key ratios to watch include:

• The quick ratio: Can you pay your bills?

• The current ratio: Are short-term assets keeping pace with short-term debt?

• The debt-to-equity ratio: How much of the business is funded by creditors versus the owner?

Trends in these numbers matter as much as the numbers themselves.

11. Hidden value erosion—equity and owner draws 

Treating the business like a personal ATM steadily erodes equity and can create unexpected tax consequences, particularly for S-corp owners who take distributions beyond their basis. This is also a long-term wealth issue—money pulled out of the business and spent isn't compounding in a 401(k), Roth IRA, or other retirement vehicle.

12. Lack of long-term financial planning 

Day-to-day operations consume most of a practice owner's bandwidth, which is exactly why long-term planning so often gets pushed to the back burner. Succession planning, exit strategy, entity structure, and retirement savings all have significant tax implications, and the earlier those conversations start, the better the outcomes tend to be.

What to listen for

The Berry Dunn team shared a useful diagnostic: Certain phrases from practice owners are reliable signals that a deeper financial conversation is needed.

• "We're busier than ever, but profits haven't changed." → Could indicate operational inefficiency or pricing problems

• "Revenue is up, but cash feels tight." → Often a balance sheet or liquidity issue

• "I don't really understand my financials." → An admission of a blind spot, not just a complaint

These aren't just observations; they're invitations to dig deeper.

The bottom line

Veterinary school trains excellent clinicians. It does not, by and large, train financial managers. Rather than a criticism, this is just the reality—and it's why having the right advisory team matters so much. Accountants, financial advisors, attorneys, and practice consultants working together can help practice owners move from reactive to proactive—and from busy to actually profitable.

Thank you to Kyle, Jeff, and the entire Berry Dunn team for sharing their expertise with the VetPartners community. If you missed the live session, watch for the recording and the post-webinar summary in your inbox.

VetPartners members can also access a wealth of free HR, financial, and marketing resources at utilizationguide.vetpartners.org.

How a veterinary practice communicates value to clients is equally important to the care it provides. Veterinary marketing is critical to this communication, allowing teams to establish a consistent brand through digital, in-person, and everyday interactions. All veterinary team members play a role in marketing efforts, and proper team utilization helps to ensure success.

The VetPartners Veterinary Team Utilization Guide examines how practices can integrate marketing into daily workflows and empower team members to contribute meaningfully. Here are several foundational strategies that consultants and industry professionals can share with veterinary teams when establishing or overhauling a veterinary marketing plan.

Everyday opportunities

Veterinary marketing is traditionally viewed as the responsibility of managers and owners, but ads, brochures, and web content are only one aspect of marketing. Veterinary teams also market practices through their everyday actions inside and outside of the clinic. 

All team members can contribute to veterinary marketing in the practice. For example, receptionists create first and last impressions, while technicians and assistants provide compassionate care, expert education, and ongoing communication. Each of these actions influences client satisfaction, retention, and referrals.

Consistent branding

A veterinary clinic brand is what clients see and feel each time they interact with the practice. Branding includes visual elements like logos and signage as well as client touchpoints, such as phone greetings, digital communications, and in-person care. Each of these touchpoints reinforces the practice’s values to clients.

Practices can achieve consistent branding by training team members to present:

• Unified messaging and tone

• Cohesive visual elements (e.g., uniforms, signage, and design)

• Polished first impressions

A consistent client experience across phone, email, text, social media, web content, and ads demonstrates to current and prospective pet owners that the practice is a well-oiled machine with their pet’s best interests in mind. 

Client communication

Value-driven conversations are an effective tool for practices to increase service adoption. Team members should explain why a service matters to the pet rather than simply what it is or what it costs to achieve better compliance. For example, instead of simply recommending a dental cleaning, a team member can explain how treating gum disease can prevent pain and infection.

Receptionists and technicians trained to approach clients with value in mind can reinforce messages naturally throughout the visit and ensure clients hear those messages more than once. Teams can also use shared scripts, templates, and tone guidelines to align this messaging across the team.

In-house efforts

It can sometimes feel like the digital world is the only place where veterinary marketing occurs. But marketing in-house is equally important. In addition to exam-room conversations about service value and benefits, front-desk interactions and educational displays can influence what clients ultimately agree to or purchase.

Front desk teams can use scripts to discuss commonly purchased items during checkout, such as parasite prevention and wellness plans, in a consistent way. The script should use positive language that reinforces the education the clinical staff provides in the exam room. Additionally, teams can leverage educational and promotional materials placed in exam rooms and the clinic lobby to further reinforce messages.

Social media 

Social media is an accessible way for veterinary teams to connect with clients across multiple generations. Clinics with a social media presence that feels authentic and features the team members clients already know and trust further build relationships within the community.

Social media marketing doesn’t have to feel like a chore; it can be an enjoyable group bonding activity. Some strategies clinic leaders can use to get the whole team on board include:

• Setting up a shared digital photo album and encouraging team members to document daily highlights or behind-the-scenes moments

• Obtaining consent for social media sharing on patient check-in

• Appointing a rotating social media liaison to prevent burnout and bring a fresh perspective to the practice’s online presence

Smarter veterinary marketing through better team utilization

Though marketing plans can include flashy, expensive campaigns, the basics of veterinary marketing happen in the day-to-day interactions team members have with clients and the broader community.  Ensuring all team members understand their role in the client experience and how to present a cohesive brand can support practice growth and team unity.

Visit the VetPartners website to download the full Veterinary Team Utilization Guide, share its content and insights, and help veterinary teams build efficient marketing programs from the ground up.

Optimal veterinary team utilization requires that every team member work at the top of their license, but that is only possible when everyone understands the legal scope of their role. State veterinary practice acts are the laws that determine what credentialed and non-credentialed team members can do, laying the foundation for safety and efficiency in the practice.

The VetPartners Veterinary Team Utilization Guide takes a detailed look at how utilization affects every aspect of practice, and how state practice acts impact that utilization. Here's a look at the key concepts laid out in the guide and how consultants and other veterinary industry professionals can help practices put these guidelines into action.

What is a veterinary practice act?

State veterinary practice acts are the legal rules governing what veterinarians, credentialed technicians, and non-credentialed staff can legally do. While some state practice acts have traditionally been vague, there has been a recent push to explicitly define team member roles and to advocate for optimal utilization.

The practice act defines who is authorized to perform specific animal care tasks, when they may do so, and what level of supervision is required during the task. For example, a practice act may specify that credentialed veterinary technicians can induce anesthesia under the direct supervision of a veterinarian, but not under indirect supervision. 

Understanding the nuances of a state’s practice act is critical to achieving compliance with the law. Practice management consultants should have a solid grasp of the laws in their state or know how to advise clinics on where to find them, such as the state licensing board or local veterinary medical association website.

Opportunities and challenges

Veterinary team leaders who understand their state practice act can apply that knowledge to optimize veterinary team utilization. Many veterinarians are unaware of the skills support staff learned in school and may be surprised by what’s legally allowed. The practice act allows for proper delegation, which can improve workflow efficiency and technician job satisfaction. Working within clearly defined roles can also:

• Build professional confidence

• Allow for consistent patient care

• Help practices avoid costly violations

However, each state has a unique practice act, which can be problematic for locum or relief team members traveling across state lines. Additionally, legal jargon can be easy to misinterpret, causing over- or underutilization. Consultants can help their hospital teams avoid these pitfalls by having a solid grasp on the law.

Getting involved

Veterinarians, owners, and team leaders must stay informed about changes to state veterinary practice acts to comply with local law. However, some states have poorly defined, vague, or nonexistent laws on the books that prevent the profession from reaching its full potential. 

Encouraging veterinary professionals and leaders to get involved in advocacy efforts can help them shape regulations that support industry advancement. Team members and consultants can get involved by connecting with their local and state VMAs, attending industry events, and participating in public forums regarding regulatory changes.

Understanding the scope of practice

The scope of practice defines the duties that veterinarians, technicians, and support staff are legally allowed to perform. These duties should guide the creation of training programs for new team members and help to determine daily practice workflows. Delegating tasks to the appropriate roles allows veterinarians to focus on complex cases and clinical decision-making while technicians and assistants handle other tasks. 

Delegation is the foundation of veterinary team utilization and helps team members grow their skills, become more engaged, and take ownership of their value to the practice. Plus, a well-coordinated team provides better communication and timely service, building trust with clients over time. 

Supervising veterinarians must understand that the liability of practice typically falls on them, regardless of the legal scope of practice for a given team member. These leaders are responsible for ensuring the appropriate supervision level for each task, often defined as direct (veterinarian on-site) or indirect (veterinarian available by phone), and that team members can competently perform assigned duties.

Understanding veterinary practice acts for better utilization

A solid understanding of veterinary practice acts and the concept of scope of practice can improve veterinary team utilization by ensuring leaders understand what their team members are capable of and legally allowed to do. 

Download the Veterinary Team Utilization Guide, share it with client practices, and help veterinary hospitals build stronger, more effective teams.

Veterinary practices may invest in their teams but overlook the physical spaces those teams navigate each day. Ensuring supplies are readily available for team members and that the hospital layout is easily navigable for daily tasks can improve the experience for team members, clients, and patients. Conversely, a poorly-designed workspace can be a source of stress that inhibits a team’s potential.

The VetPartners Veterinary Team Utilization Guide offers recommendations for optimizing building design and workspace layouts that consultants and industry professionals can share with veterinary teams in need of a space reset. Here’s a look at key concepts in the guide and how veterinary practices can apply them.

Assessing needs

Before making any major changes, practice leaders should take stock of what’s currently working—and what isn’t. A veterinary design professional can help with this process by:

• Reviewing floor plans and documenting the existing layout

• Working with practice leadership to understand hospital needs

• Comparing current needs to the existing design to determine where change can be the most impactful

Leaders and their teams should think critically about what slows them down and which spaces are underused or repurposed. Sometimes a relatively minor change, such as reconfiguring or reorganizing supply cabinets, can significantly impact daily practice. 

Organizing for practice efficiency

Teams should work to shorten the physical distance between the people, supplies, and equipment involved in daily tasks. For example, if technicians must repeatedly run back and forth between the treatment area and exam rooms to obtain supplies, post a stocked supply cart near those areas to minimize traffic and speed up procedures.

For bigger designs or redesigns, consider exam room layouts. Small and medium-sized hospitals can function well with exam rooms in a linear layout, but you might also consider a pod-style approach for larger hospitals with multiple departments. Always test potential layouts by running simulated workflows to identify issues that may not be obvious on paper.

Designing for the team

How employees feel in the space around them can influence whether they choose to stay or leave a clinic, which impacts overall veterinary team utilization.

Here are some ideas to consider:

• Ergonomic workspaces: Set up work areas to reduce physical strain during repetitive tasks. 

• Dedicated break areas: Provide staff with a dedicated space to step away from work during breaks and socialize or relax.

• Wellness rooms: Provide a quiet space for team members to tend to personal needs or decompress on difficult days.

• Natural light: Nobody wants to work in a windowless room. Where possible, incorporate natural light into the hospital’s design.

• Sound control: Manage noise levels with thoughtful room layouts and sound-absorbing materials to reduce stress for people and pets.

Incorporating flexibility

Veterinary practices are unpredictable places, so physical spaces should be designed to accommodate daily variability and the potential for workflows to significantly change in the future.  Ideas to consider include:

• Mobile treatment stations: Use stations that teams can reposition as needed for infection control or fluctuating caseloads.

• Telemedicine rooms: Set up rooms where staff can hold virtual meetings or telemedicine appointments, which can also serve as quiet ultrasound spaces, staff meeting spaces, or overflow flex areas.

• Exam room setup: Ensure there are enough exam rooms, particularly in high-volume practices, species-separated clinics, and practices that perform most or all procedures in exam rooms.

• Treatment areas: The treatment area is the practice hub. Ideally, other rooms should branch off from this central zone rather than existing in isolation.

Reducing stress

Patient stress takes a toll on team members and pets alike. Designing the hospital to reduce patient stress can also reduce human stress, keep team members safer, and support proper veterinary team utilization.

To reduce stress in the hospital, teams should focus on:

• Noise: Loud, busy spaces make patients anxious.

• Ventilation: Strong smells from cleaning chemicals or pet odors, and even pheromones from fearful animals, can influence patient behavior.

• Lighting: Dim lighting can make it more difficult for older patients to see clearly and for team members to work safely, while overly harsh lighting can induce anxiety or even pain.

• Separation: Cats can become stressed by the smell of dogs and may do better in a quieter, dog-free waiting area and exam room.

Recessed scales and outdoor exam or waiting areas can also help animals feel more comfortable, and may reduce or eliminate wait times that contribute to anxiety in pets and their families.

Considering values

Before making decisions about renovations or other changes, leaders should ask whether the current space reflects what the practice stands for and the client experience they envision. For example, if a practice values client and patient comfort, trading lobby square footage for additional exam rooms can provide pets and owners with a more comfortable, private space rather than a busy waiting area.

Each hospital is unique, and its physical spaces should reflect that. Working with a design professional can help to translate the practice's internal identity and values into external style and design choices through decor, finishes, and signage that reinforce what sets the practice apart.

Better design for better utilization

Making even modest adjustments to layout, storage, or organization in a veterinary clinic can impact practice efficiency, employee satisfaction, and overall veterinary team utilization. 

Visit our website to download the Veterinary Team Utilization Guide, share it with client practices, and help veterinary hospitals make the most of their physical spaces and their veterinary teams.

The veterinary client experience begins before a pet walks through the doors and continues long after the appointment ends. Pet owners interact with the clinic through digital media, phone calls, text messages, in-person visits, and follow-up communications, with each interaction contributing to the client's overall perceptions and likelihood of returning.

It can sometimes be difficult for veterinary professionals to see the client experience through a pet owner’s eyes. The VetPartners Veterinary Team Utilization Guide details the importance of each team member’s role in the client journey and how to view each part of the visit from the client’s perspective to ultimately improve care for pets. 

Here is practical advice from the guide on improving the client experience at every step.

Pre-visit touchpoints

The veterinary client journey begins when a pet owner first learns about the practice. Often, this initial touchpoint happens online. Pet owners often encounter a practice through:

• The clinic’s website

• Social media posts

• Educational blog articles or infographics

• Online reviews and testimonials

• Local digital advertising

These first impressions influence whether a pet owner decides to contact the clinic. Up-to-date service pages, educational resources, and engaging team profiles give potential clients reasons to visit the practice.

The initial contact

Appointment scheduling is the client’s first direct interaction with the practice. Veterinary practices serve clients across multiple generations, each with different communication preferences. Some pet owners prefer to call the clinic, while others expect to schedule appointments online. To meet expectations, practices must offer both.

Front desk teams are crucial to scheduling. They typically:

• Confirm client and patient information

• Explain clinic policies and appointment availability

• Answer pre-visit questions

• Provide reassurance about the visit

Technology can also help support a positive scheduling experience. Automated reminders, confirmations, pre-visit instructions, and educational materials can be sent to clients after booking, while website chatbots can answer quick questions to help clients prepare for a successful visit. 

Checking in

The client’s arrival sets the tone for the rest of the visit. A warm greeting and organized check-in process help both the pet owner and the pet feel more comfortable in the clinic.

Receptionists usually lead the check-in process. However, many hospitals use a team approach so that when the front desk is occupied, another staff member can quickly greet clients and check them in. Shared responsibility helps to maintain a positive atmosphere even during high-traffic times.

Digital tools, such as a mobile app or lobby kiosk, can minimize wait times by allowing clients to check in on their own. Clinics may also display educational content on screens in the waiting area to keep pet owners engaged.

The exam room

Technicians and veterinarians must coordinate carefully to optimize the exam room experience. Typically, technicians begin the appointment by gathering a history and recording vital signs while the veterinarian finishes the previous appointment. However, flexibility is key—in some situations, it makes more sense for the technician and veterinarian to enter the room together. 

Once the veterinarian evaluates the patient and discusses findings with the pet owner, a technician can review treatment plans and costs, complete treatments, fill prescriptions, answer questions, and explain instructions.

Checking out

The final interaction clients have at check-out can leave a lasting impression. Front desk teams should review charges, process payments, schedule follow-up appointments, and ensure receipt of medications and aftercare instructions.

Here, team members also have an opportunity to reinforce preventive care recommendations and discuss future services the pet may need. Once the client leaves, communication should continue via reminder emails, text messages, email newsletters, and social media updates to keep the clinic top of mind.

Client experience roles

A better client experience requires participation from every member of the veterinary team. Practice owners and leaders must establish expectations for client service, model behaviors for the team, and design workflows and training programs to empower staff to deliver a consistently excellent client experience.

All hospital roles contribute to the client’s experience:

• Client service representatives guide scheduling and check-in, answer non-medical questions, offer support, and create the client’s first impression of the practice.

• Veterinary assistants and technicians gather patient histories, answer medical questions, discuss recommended services and costs, and follow up after visits.

• Kennel attendants ensure a safe boarding stay or hospitalization by keeping pets comfortable, clean, and well-cared for.

• Veterinarians diagnose and treat medical conditions, explain findings and recommendations, and help clients feel confident in their pet’s care plan.

Client education

Client education helps to develop the relationship between veterinary teams and pet owners. Clients who understand their pet’s health needs follow through on treatment plans and preventive care because they see the connection to their pet’s well-being. 

Veterinary teams can deliver education at multiple points during the visit:

• Receptionists can answer basic questions and schedule appointments

• Technicians present estimates, explain procedures, and go over instructions

• Veterinarians discuss test results, diagnoses, and treatment options

Many clinics also maintain a library of educational materials that staff members can share with clients. These resources may include printed handouts, videos, or links to trusted veterinary websites.

Strengthening the veterinary client experience

A positive veterinary client experience results from many small interactions and touchpoints. Paying close attention to each stage of the client journey can help veterinary practices create a more consistent and pleasant experience for pet owners and give them a reason to return.

In late 2025, the Membership Committee conducted the first VetPartners Membership Engagement Survey. Members were invited to complete a short online survey about their activity within the organization and share their thoughts and feedback.

“One of our core goals was to show members that their voice matters,” said Membership Committee member Dani Rabwin, DVM. “This exercise was about listening intentionally and creating a reliable opportunity for members to help shape the direction and priorities of VetPartners.”

Dr. Rabwin shared the survey results during the 2026 VetPartners Annual Conference. “The results are meant to inform the entire organization, but especially the Board of Directors as they guide strategic decisions,” she said. “This survey gives us clear direction and accountability as we continue evolving.”

Positive takeaways

Survey results included several positive takeaways. The majority (86%) of respondents said they were satisfied or very satisfied with their membership. Benefits cited by members included:

• The ability to network with others and collaborate on ways to improve the profession

• Getting to know advisors and consultants from a wide range of practice management backgrounds

• Staying up to date on trends happening in the industry

• Having a trusted resource to go to for recommendations for clients

Most respondents (93%) said that they were likely to renew their membership, and 84% would recommend VetPartners to a colleague. A large portion (79.1%) believes that displaying their VetPartners affiliation has enhanced their credibility or reputation, and 85.7% said that being a member has grown their network and/or business. Overall, the survey results indicate that VetPartners is seen as a trusted, credible, professional community valued for its strong networking and collaboration.

Opportunities

The survey also highlighted several areas for future growth. The top opportunities identified included:

• Broadening professional development to include membership business growth and consulting skills

• Creating year-round engagement events through virtual networking and discussion forums

• Improving administrative responsiveness and communication consistency

• Enhancing onboarding and mentorship for new members

The VetPartners Board of Directors was eager to make changes based on member feedback. According to Dr. Rabwin, “Even before the results were formally presented, the Board had already begun implementing changes aligned with member feedback, from improving the website experience and strengthening communication with committees to expanding networking opportunities and broadening speaker representation at conferences.” 

Here are some recent and upcoming changes that were based on the survey results.

VetPartners website updates

The Communications Committee has taken over website updates to more quickly flag potential issues and improve the user experience. The committee has completed a comprehensive website review, and updates are being made.  

Additional networking events

The Networking Committee plans to schedule quarterly virtual networking events. This will allow members, including those who can’t attend in-person conferences, to connect more frequently. These events will take place in March, June, September, and December. 

Better communication with committees

Committee chair information, including the chairperson’s name and a link to their member profile, has been added to the website. This will make it easier for members interested in joining a committee to communicate with the chair.

Diverse conference speakers

The Program Committee will make an effort not only to select the best topics for conferences but also to choose a variety of speakers so members hear from a more diverse range of voices. 

Looking forward

Overall, 21% of VetPartners members (56) submitted responses to the survey. Although this is encouraging, the Membership Committee is discussing ways to improve participation in future surveys. 

“Our vision is to hold a consistent annual survey with increasing participation over time,” said Dr. Rabwin. “As we build momentum, we’ll be able to track trends year over year and measure how changes impact member satisfaction and engagement.”

By listening closely and acting intentionally, VetPartners is using member feedback not only to respond to change but also to lead it—ensuring the organization continues to evolve, strengthen its community, and move confidently into a successful future.

During the VetPartners 2026 Annual Conference, held January 14–16 at the Rosen Shingle Creek Hotel in Orlando, more than 150 veterinary business experts gathered to learn, share, and network. With the largest post-COVID attendance to date, the conference was packed with the latest industry updates and practical insights.

In addition to short sessions highlighting the impact VetPartners has made over the past 25 years (covered in Part 1), the conference agenda included a keynote address, multiple panel discussions, and other informational presentations. In case you missed it, here is a recap.

Ripples of Impact: How Meaning and Purpose Shape Our Work and Lives

In his keynote presentation, Frank Niles, PhD, challenged attendees to rethink how meaning and purpose show up in their daily work. Rather than something we discover, Dr. Niles argued that meaning is something we actively create—moment by moment—based on what the situation is asking of us and how we choose to respond. For leaders, this reframing is especially powerful: slowing down, clarifying priorities, and consciously choosing a response can ripple outward, shaping both personal fulfillment and team culture.

He also introduced the MVP framework—meaning, values, purpose—as a simple habit leaders can use to look inward before reacting. By pausing at the start of the day, identifying what meaning the moment calls for, choosing values to guide decisions, and committing to one small, value-driven action, leaders can stay grounded amid constant demands while modeling intentionality for their teams.

Trends, Challenges, and Change: What the Data Tell Us

In her data-driven presentation, Sheri Gilmartin, CVT, shared Vetsource findings and insights about the economic state of veterinary practices. Drawing from nearly 6,800 practices selected to reflect national averages, Gilmartin outlined several persistent trends: rising prices that have exceeded U.S. core inflation since 2022, declining visit volumes across most practices, and uneven category recovery. While non-wellness visits showed modest improvement in 2025, wellness care, surgery, and product purchases remain down. She also highlighted the role of demographics, noting higher lapsing rates in lower-income areas, which helps explain continued patient attrition. Gilmartin emphasized that it’s not total cost but year-over-year price increases that most affect retention, illustrated by the fact that practices with lower growth tend to have the highest price increases for wellness care services, while those with more controlled increases are seeing stronger patient loyalty despite ongoing economic pressure.

VMG-AAHA Chart of Accounts Update

Martin Traub-Werner shared an update on the VMG–AAHA Chart of Accounts, highlighting its role as a standardized framework for categorizing veterinary practice expenses and better aligning revenue and costs. Because veterinary practices operate as multiple businesses under one roof, the chart of accounts is designed to provide clarity and consistency in financial reporting. VetPartners created a subcommittee, led by Traub-Werner, to review the current chart and recommend updates, including new accounts and definitions, revised definitions, renamed accounts, and select deletions. VMG planned to officially release the updated chart of accounts by the end of January. He also noted VMG’s commitment to an ongoing, structured process for future updates, reinforcing the chart’s role as a living tool that evolves with the profession.

Something Has Got to Give: Balancing Practice Profitability and Team Salaries 

Moderator Joel Parker, DVM, led a discussion with panelists Heather Prendergast, RVT, CVPM, SPHR; Karen Felsted, CPA, MS, DVM, CVA; Lance Roasa, DVM, MS, JD; and Henry Yoo, DVM, MSc, MBA, on how practices can sustainably support team compensation without sacrificing financial health. Panelists agreed that many practices have reached a ceiling on broad price increases, making efficiency, retention, and value creation more critical than ever. Key themes included better use of technology and AI, improving staff utilization and training, reducing inventory costs, and investing in leadership and culture to curb costly turnover. Rather than cutting staff, several panelists advocated for entering a “growth phase” with the existing team—solving inefficiencies, hiring for culture, and empowering team members, particularly CSRs, with training and autonomy. The panelists emphasized that maintaining healthy margins requires cost discipline, transparent communication around finances, and intentional change management—recognizing that sustainable profitability and competitive wages are ultimately driven by leadership behaviors.

From Science Fiction to Daily Application: Technology and AI for Veterinary Healthcare

In her forward-looking presentation, Eleanor Green, DVM, DACVIM, DABVP, explored how technology and artificial intelligence (AI) are rapidly reshaping veterinary healthcare. Dr. Green outlined a future that includes virtual visits, remote monitoring, and home-based care—trends already gaining traction as pet owners increasingly adopt digital tools, telehealth, AI-powered apps, and wearables to track their pets’ health. She emphasized that sensors, health apps, and AI-driven platforms are shifting care from reactive to proactive and predictive, improving both access and outcomes, particularly in underserved and rural areas. Because veterinary practices are small and agile, Dr. Green noted, they are uniquely positioned to “leapfrog” human healthcare by integrating AI to enhance diagnostics, efficiency, research, and patient experience. Ultimately, she highlighted how technology and AI can augment human expertise, empower clients, and enable more personalized, preventive care while improving patients’ lifespan and healthspan.

Legal Update - Informed vs. Owner vs. Client vs. Legal Consents in and For the Veterinary Profession

In a legal update panel, Tony Mahan, Esq; Mary Mongioi, Esq; Charlotte LaCroix, DVM, Esq; Lance Roasa, DVM, Esq; and Jim Wilson, DVM, Esq, discussed growing confusion around consent in veterinary medicine—specifically, whether consent should be framed as informed, owner, client, or legal. Moderated by Debra Vey Voda-Hamilton, JD, the panel emphasized that traditional “informed consent” language is increasingly problematic in veterinary care, and that the era of generic consent forms is over. Panelists stressed that transparency, clear communication, and thorough documentation are critical risk-mitigation tools, particularly given inconsistent state board interpretations and the reality that boards often review entire medical records during complaints. Best practices discussed included clearly explaining procedures and uncertainties, documenting verbal consent with dates and initials, and having consent forms reviewed by a lawyer. The panel also addressed emerging legal considerations around associate equity arrangements—particularly in corporate settings—urging veterinarians to scrutinize buy-back terms, valuation methods, payout structures, and restrictive covenants to avoid agreements that could unintentionally limit long-term career flexibility.

No Longer Under One Umbrella: From Fragmentation of Revenue Streams Toward Centering the Practice Around Professional Services

The final presentation was a panel discussion that explored how veterinary practices can adapt as traditional revenue sources—particularly pharmacy—continue to fragment. Moderated by Rachel Lemcke, the discussion featured insights from Nicole Clausen, CSSGB, CCFR, CVBL; Monica Dixon Perry, CVPM; Bruce Truman, MBA; Ryan Leech; and Candise Goodwin. Panelists emphasized that younger pet owners expect convenience and transparency, making technology, e-prescribing, and flexible workflows essential as outside pharmacies reshape client behavior. Rather than resisting these changes, the panelists encouraged practices to rebuild trust, willingly send prescriptions to outside pharmacies, and refocus on the unique value of professional services and clinical expertise—where price sensitivity is lower when value is clear. Strategic pricing of in-clinic medications, thoughtful use of wellness and subscription plans, and targeted technology solutions to reduce costs were highlighted alongside emerging profit centers such as nutrition consults and advisory services. The overarching message: practices that center their business model on knowledge, consultation, and service—rather than products alone—will be best positioned to stay competitive in a rapidly evolving marketplace.

The education, networking, and fun will continue this summer in Nashville. Join us for the 2026 VetPartners Mid-Year Conference, held August 12–14, prior to WVC. Watch the VetPartners website for more details and registration information.

The VetPartners 2026 Annual Conference was held January 14–16 at the Rosen Shingle Creek Hotel in Orlando. More than 150 veterinary business experts gathered to learn, share, and network with colleagues and friends.

Most notably, the event marked the 25th anniversary of VetPartners. In addition to discussion panels and data-driven sessions, the conference agenda included 10 short talks, or “ripples,” highlighting the evolution of the veterinary industry and the organization's impact on it. In case you couldn’t join us, here’s a summary of these sessions. 

Veterinary practice valuation

VetPartners was founded with the goal of standardizing veterinary practice valuations, and the organization has had a significant impact in this area. David McCormick, MS, CVA, shared how the Association of Veterinary Practice Management Consultants and Advisors (AVPMCA), which includes the VetPartners valuation council, has shaped veterinary valuations. Among other accomplishments, the association has standardized practice valuations, published Valuation Essentials for Veterinarians, coined the term “no-lo” to refer to practices that generate little or no profit, and educated valuators outside the veterinary space.

Veterinary associate compensation

In this session, Monica Dixon Perry, BS, CVPM, discussed how production-based salary (ProSal) changed veterinary compensation. Before ProSal was introduced, there was minimal financial transparency, and few incentives were tied to an associate’s performance. With the growth of multi-veterinarian practices, however, there was an increased need for fairness and accountability. ProSal, which includes a guaranteed base salary plus production-based incentives, took hold because it aligned with an associate’s effort and practice growth, and encouraged efficiency and follow-through. More than a compensation model, ProSal represented a mindset shift. It made compensation a strategic conversation and allowed for daily decision-making based on transparent data. Used appropriately, it provides clear expectations between practice owners and associates.

Veterinary benchmarks

Benchmarks form a foundation for informed veterinary practice decision-making. In this “ripple” presentation, Brenda Tassava Medina, CVPM, CVJ, discussed how data has transformed pricing, communications, and strategy in veterinary practices. In the early 2000s, fees were mainly anecdotal, and there were wide market inconsistencies. With the introduction of the first benchmarks, created on the first national reference points, practices began basing pricing on data rather than a “gut feeling.” Now, we have comprehensive data sets on fees, productivity, compliance, and team member utilization. Technology enables practices to base pricing strategies, workforce planning, workflows, and client communications on real-time benchmarking and to adjust them as needed. 

Veterinary practice management

Nancy Dewitz provided a glimpse into how practice management has changed over the past 25 years. From practice management software and automations to digital marketing, running a veterinary practice has changed significantly. Data and analytics are now part of everyday practice, and communications methods have moved from labor-intensive postcard reminders to automated messaging. Although progress has brought new concerns, such as cybersecurity, the advantages and efficiencies far outweigh the downsides.

Looking to the future, Dewitz believes that artificial intelligence (AI) will continue to play a large role in all aspects of practice, including management. Advances in robotics and diagnostics will likely continue to bring new efficiencies to clinic workflows and processes.

Veterinary recruiting 

When Stacy Pursell, BA, CERS, CPC, got her start in recruiting in 1997, she was told there was no need for recruiters in the animal health field. At that time, veterinarians made around $31,000 per year, and there were no applicant tracking systems. According to Pursell, practices struggle to find associate veterinarians without a recruiter’s assistance in the current market, where veterinarians make four to five times the salary of the late 90s. Job boards, social media, digital campaigns, applicant tracking systems, and data tracking have significantly changed the recruiting field. With the current talent shortage, candidates have greater leverage to negotiate higher salaries and better benefits. Pursell stressed that recruiters must stay on top of new developments in the field and refine their craft to meet current demands.

Veterinary team utilization

Heather Prendergast, RVT, CVPM, SPHR, discussed how using well-trained teams to their full potential can increase practice efficiency and profitability, and client satisfaction. She pointed out that veterinarian efficiency increases 30% to 40% when trained team members are given autonomy and held accountable, and when all team members are aligned. Additionally, practices see 48% higher revenue per DVM when teams are fully utilized. With help from a task force led by Prendergast and Dixon Perry, VetPartners released the Veterinary Team Utilization Guide in 2025 to help practices better utilize their team members. This free resource is available to all veterinary practices, team members, and consultants.

Client service representatives

Over the past 25 years, client service representatives (CSRs) have evolved from “front desk workers” to an integral part of a practice’s success and revenue. A vocal supporter of CSRs, Debbie Boone, BS, CVPM, discussed how practices can empower these team members to take on more responsibility by making the CSR position a career instead of a stepping stone to other clinic roles. The position has gained recognition and respect over the years, with the creation of Veterinary Receptionist Week in 2007 and, more recently, the North American Association of Veterinary Receptionists (NAAVR). As a founding member of the organization, Boone is helping CSRs connect and form a much-needed community of support.

Practice ownership

A lot has changed in practice ownership over 25 years, as Charlotte LaCroix, DVM, JD, highlighted in her presentation. In the “pre-consolidator era,” associates typically purchased practices with a 10- to 15-year promissory note to the selling DVM, who often kept the real estate as collateral. There were few specialty practices, and general practice veterinarians “did it all.” Most people had little debt, and it was easy to open a practice with a small amount of money. In the current landscape, consolidators play a significant role in practice ownership.

Dr. LaCroix pointed out that veterinary practices are appealing to consolidators because clients pay at the time of service, malpractice insurance costs are low, the veterinary industry is relatively unregulated, and it has grown steadily over four decades, including during five recessions. Looking ahead, it is projected that veterinary care and products will generate $51 billion by 2030, making practices a profitable investment.

Independent practice ownership 

In a rousing call-to-action presentation, Peter Weinstein, DVM, MBA, discussed how VetPartners has become an indispensable resource for independent practice owners, who often feel alone and don’t know where to turn for help. With experts in human resources, marketing, finance, law, and many other aspects of practice ownership, the VetPartners membership is perfectly poised to help struggling leaders. As the “best-kept secret in the veterinary industry,” the key is to continue letting people know who VetPartners is and how the organization can help.

Inventory management

Nicole Clausen rounded out the ripple presentations by discussing how inventory management has evolved. Once a necessary evil that relied on manual counts, paper logs, and orders placed by fax or phone, this aspect of practice management has come a long way. The rising cost of goods sold and supply chain pressures have shifted inventory management from a disjointed system to a data-driven, software-tracked system. Although we now have tools to make inventory and ordering more efficient and accurate, they are not always used to their full potential.  

Clausen believes that, in the near future, inventory will be viewed as an important financial and care strategy, and inventory managers will be seen as strategic partners in a practice’s success. She also predicted that AI will play a larger role in forecasting demand and reorder points, as well as in automated ordering. 

These ripple presentations were spread over the two-day conference, with a keynote address, additional presentations, and several panel discussions rounding out the schedule. Watch for our next blog post, which will highlight these sessions to provide a complete recap of the annual meeting. 

The Veterinary Team Utilization Guide: Optimizing Inventory Management

Inventory management is critical to nearly all veterinary clinic operations, and it’s one of the areas where consultants can make a big difference for client hospitals. Keeping the right products in stock while keeping costs down is more art than science, and some clinics need help getting it right.

The VetPartners Veterinary Team Utilization Guide offers insights into how strategic inventory systems can support better utilization, improve patient care, and boost financial performance. Here’s a breakdown of the key concepts to apply the next time a practice needs veterinary inventory help.

Pharmaceuticals and medications

Managing medication inventory requires implementing a reliable system to ensure the right drugs are available when patients need them, but without stocking too much. Here’s what teams need to do to make this happen:

• Look at historical data – Use data from clinic software to look at historical average monthly use and any major variations in seasonality. 

• Set reorder levels – Set reorder thresholds based on typical usage and the average lead time for orders to arrive.

• Educate the team – During busy times, practices might go through medications more frequently than expected. Educate the team on when to alert the inventory manager about low-stock items. 

Use practice management software to its fullest extent, which may include automatic alerts, pre-populated order lists, and updated reorder levels based on actual usage. These systems can also help monitor missed charges, analyze markup, and even flag potential theft or shrinkage.

White goods and consumables

Many items in a veterinary hospital are not charged directly to the client, so they’re harder to track and manage. Examples include syringes, needles, gauze, bandaging supplies, and microscope slides. Managing the stock level of these items requires team members to understand when and how to add them to a list or place an order.

Inventory management relies on good veterinary team utilization. An inventory manager, often a veterinary technician or hospital manager, should take the lead and involve their fellow team members to achieve the best results.

Reorder tags are a straightforward way to manage stock levels of white goods and other key items throughout the clinic. To use them, a tag is attached to the second-to-last box of each item, and team members are instructed to remove the tag and place it in a designated bin when opening that box. For liquids, a line is drawn on the bottle, and it is tagged the same way.

Other options include labeling shelves with minimum stock levels or using color-coded bins to indicate reorder points. These visual systems can help teams adhere to veterinary inventory management practices without adding stress during busy days.

Inventory organization

Consistent inventory organization is equally important to having the right items in stock. Team members must be able to find what they need when they need it. Here’s where inventory managers can shine and where proper veterinary team utilization can help.

Key aspects of inventory organization should include:

• Giving items a home – Frequently used items should be kept within easy reach, heavy items stored on low shelves, and rarely used items stowed on higher shelves.

• Organizing crowded areas – Labels, dividers, bins, and drawer inserts should be used to make storage areas easier to navigate.

• Documenting systems – Photos should be taken of inventory areas to help new team members understand how to use the organizational systems.

Controlled substances and DEA compliance

Controlled drug management is another area where delegation and veterinary team utilization are critical. Each team member must understand their role and the legal implications of their actions. Veterinary clinics have an obligation to protect team members while also avoiding theft and diversion.

Here’s how practices can master controlled drug inventory management:

• Secure storage – All controlled substances must be locked in a substantially constructed cabinet, with access limited to trained, authorized personnel.

• Accurate logging – Every unit of every drug must be meticulously tracked in designated logbooks in accordance with DEA regulations.

• Veterinary team utilization and training – All team members using or handling controlled drugs must be trained on DEA requirements, proper documentation, safe drug handling, and prescribing and dispensing protocols. 

• Checks and balances – Teams should be encouraged to reconcile controlled drugs and logs frequently. Practices should consider rotating the staff member responsible for identifying missing inventory or errors.

Back to inventory management basics

Well-managed inventory has significant implications for patient care, team morale, and cash flow in veterinary clinics. Consultants and industry professionals play a key role in guiding hospitals toward sustainable and practical inventory systems. Better inventory management can improve team utilization, starting with delegating inventory tasks to a capable team member. 

Check out the complete Veterinary Team Utilization Guide from VetPartners for more insights into how better staff member utilization can solve many everyday practice problems and move the industry toward a healthier future. You can view, download, and share the guide here.

Value Add: How to Get The Most Out of Your 2026 Conference Season

Conference season is calling—are you prepared? Whether you attend one event or an entire circuit,  a well-planned approach can mean the difference between returning energized with actionable insights and leads—or coming home exhausted, overloaded, and unsure what just happened. Make the most of every session, conversation, and opportunity with these seven conference strategies.

1. Set goals by event

On the outside, every conference looks the same, but within the industry, there are clear differences between events. Setting several clear goals for each one, based on who’s attending, what’s being offered, and region-specific considerations, can ensure you get the most out of every experience.

2. Create a networking wish list

Sure, sometimes the person you meet at the coffee cart becomes your next big account, but the best networking doesn’t rely on chance. 

Create a short list of professionals or organizations you want to meet, and use the conference app’s attendee directory to send brief, personalized introductions. Engaging with speakers or sponsors on social platforms can also give you a digital “foot in the door.” Once established, book micro-meetings in advance. In addition to ensuring you get on their schedule, it makes the conference feel more like a series of warm conversations rather than cold or random introductions.

3. Build a session plan that’s focused but flexible

Deciding which sessions to attend is challenging. Optimize your learning by alternating lecture-based and breakout sessions. This mix of must-attend presentations and more active skill-building helps you stay focused and fresh—even on long days. In addition to your ideal plan, select several backup options in case a room fills up, or you can’t make it on time, and intentional gaps for networking, rest, and exploration. 

4. Map out your trip through the exhibit hall

Time stands still in the exhibit hall. Unfortunately, the same isn’t true for the rest of the conference. With so much to see and do, a quick walkthrough can turn into a distraction-filled quest of old colleagues and new swag.

Instead of roaming booth to booth, map out the vendors that are relevant to your goals. Come prepared with a short intro and a few targeted questions. This approach keeps you focused—and might even leave time for a few games or a well-earned chair massage.

5. Increase your visibility with real-time content creation

Create new conference connections by leaning into your social media. These short real-time posts should only take a few minutes and can significantly expand your event reach. 

Content ideas include:

• Posting session recaps or short videos sharing your takeaways

• Tagging speakers, brands, and the event 

• Creating short reels or videos from conference events or the exhibit hall floor

End your posts with an invitation, letting viewers know they can contact you to arrange a meeting or a quick chat.

6. Stay ready with a strong routine

Conference days are long and draining. Stay energized, upbeat, and open to possibilities by setting a solid event routine. While such steps seem obvious, they’re easy to overlook when everything else is competing for your attention.

Possible priorities may include:

• Comfortable footwear

• Staying hydrated (i.e., not just caffeinated)

• Scheduling short breaks

• Keeping snacks on hand 

• Packing portable chargers, ear buds or noise-cancelling headphones, and eye drops to combat strain

• Scheduling naps or a firm bedtime to ensure sufficient sleep

7. Create a system for post-conference follow-up

The conference may be over, but this is where the real ROI happens. Plan to follow up with conference contacts or debrief your team within a week of returning home. Timely action strengthens new connections while your conversation is still top-of-mind and helps you maintain professional momentum.

This includes:

• Sending personalized follow-ups referencing your conversation

• Sharing resources or insights that add value

• Scheduling calls and meetings

• Consolidating your learning into a few top takeaways and selecting a few initiatives to implement immediately

Is this seat taken? Claiming success in 2026

Industry conferences are a valuable opportunity to build business, expand your network, and stay updated on the latest innovations. Don’t let the long days, countless steps, and overstimulating displays limit your results. With a bit of strategy and a clear plan, you can walk away from any event feeling accomplished, energized, and—just maybe—ready for the next one.

2026 First-Quarter Veterinary Conferences: New Year, New Skills

If you’re looking for veterinary continuing education, a place to showcase your brand, or an opportunity to connect with other industry professionals, the 2026 veterinary conference calendar doesn’t disappoint. Here’s a look at what’s coming up in the first quarter so you can plan a successful year of CE, networking, or epic expo displays.

AVMA Veterinary Leadership Conference

January 8–10, Chicago, Illinois

The Veterinary Leadership Conference (VLC) offers attendees the chance to hone leadership skills in a supportive group environment. This year’s keynote features Megan Gerhardt, PhD, presenting Gentelligence®: Understanding and Leveraging Generational Diversity in the Workplace.

The VLC uses a unique format to promote connection throughout the conference. Attendees are grouped into small teams and encouraged to participate in team discussions throughout the event, giving them the opportunity to get to know one another.

Learn more: https://www.avma.org/events/veterinary-leadership-conference

VetPartners Annual Conference

January 14–16, Orlando, Florida

If you’re attending VMX, consider arriving a few days early to attend the VetPartners 25th annual celebration! Learn how VetPartners members have impacted the profession over the years, legal and economic updates, and how technology and AI are impacting the profession. Cap off the event with the VetPartners 25th anniversary party, featuring live music and a tiki theme.

Learn more: https://vetpartners.org/page/2026AnnualConference

Veterinary Meeting and Expo (VMX)

January 17–21, Orlando, Florida

VMX is well-known in the veterinary industry as the largest CE and networking event held each year. The opening ceremony will feature Patrick Dempsey, and the closing ceremony will include Drs. Vernard Hodges and Terrence Ferguson from Critter Fixers, with an endless list of veterinary CE sessions, wet labs, receptions, meetings, and networking events in between. This year’s GOAT sports theme celebrates the greats and champions of the profession: the attendees! 

Learn more: https://navc.com/vmx-event/

Western Veterinary Conference

February 15–18, Las Vegas, Nevada

Hosted by Viticus Group, WVC is second only to VMX in size and scope. Surrounded by nightlife and entertainment, WVC Vegas offers hundreds of hours of continuing education, including in-depth hands-on sessions. This year’s theme is “Get confident, get connected, and go all in.” Grow your confidence through veterinary CE sessions, connect with the veterinary community, and use what you learn to level up your career. If you miss the Vegas event, you can catch another in Nashville later in the 2026 veterinary conference calendar year.

Learn more: https://www.viticusgroup.org/wvc-conference

Midwest Veterinary Conference

February 26–28, Columbus, Ohio

Hosted by the Ohio VMA, MVC has become one of the largest national veterinary CE events. Last year’s attendance approached 5,000, and this year’s program offers more than 300 hours of in-person and virtual educational sessions, workshops, and labs. Enjoy special events including the Shelter Animal Reception, Canine Spectrum of Care Morning Coffee and Conversation, lunchtime Animal Behavior Gathering, and the annual Technician Appreciation Breakfast.

Learn more: https://www.mvcinfo.org/

Fetch Charlotte

March 13–14, Charlotte, North Carolina

Fetch conferences, hosted by DVM360, aim to provide attendees with action-oriented CE and clear takeaways they can put into practice, opportunities to enhance everyday skills, inspirational keynotes to spark passion, and relevant exhibitors. Although the Charlotte 2026 veterinary conference schedule is not yet available, Fetch events are no-brainers for the savvy industry professional. 

Learn more: https://www.dvm360events.com/event/fetch-charlotte/

NAVC HiVE Midwest

March 21–22, Covington, Kentucky

HiVE events are designed to target specific support team members and their unique educational needs. HiVE Midwest hosts practice management and veterinary technician tracks, encouraging attendees to gather like a beehive and swarm with a purpose. Focusing on current events and issues in the profession, HiVE offers affordable, purposeful CE and networking opportunities for a variety of team members and roles.

Learn more: https://navc.com/hive/

Specialty meetings and events

If you’re looking for a more intimate setting or a specialized audience and vibe, try these additional events:

• Uncharted Veterinary Conference: January 16

• OVMA Conference and Trade Show: January 29–31, Toronto, Ontario

• Pet Industry Leadership Summit: January 26–28, Phoenix, Arizona

• Crossroads Veterinary Conference: February 5–7, Noblesville, Indiana

• LVMA Winter Meeting: March 27–29, Lafayette, Louisiana

• Oregon Veterinary Conference: March 6–8, Corvallis, Oregon

• Veterinary Orthopedic Society Annual Conference: March 14–21, Big Sky, Montana

• The Pet Summit: March 23–26, Orlando, Florida 

Beat the winter blues with these varied events packed into the first quarter of the 2026 veterinary conference year. Whether you’re hoping to experience top-tier CE, new tools and tech, fresh business insights, or a simple change of scenery, there’s something for every veterinary professional this upcoming season.

The Veterinary Team Utilization Guide: Effective Coaching and Mentorship Support

Mentorship plays a key role in helping early-career veterinarians develop confidence and build clinical skills. Once teams establish the foundational elements of a mentorship program, including defining goals, matching mentors with mentees, and creating an inclusive mentorship culture, the real work can begin. 

The VetPartners Veterinary Team Utilization Guide offers extensive guidance on veterinary mentorship and how the details of each program can impact teams on every level. Here’s a deep dive into the guide’s recommendations on mentor development and coaching techniques that consultants and other industry professionals can share with partner veterinary teams to drive long-term growth and employee retention.

Confidence and psychological safety

Veterinarians new to the workforce often enter practice with extensive knowledge and limited ability to use it. Structured veterinary mentorship helps bridge that gap by offering new grads autonomy with a safety net.

Confidence in clinical decision-making takes time and only develops as mentees gradually take on more responsibility. A sense of psychological safety—knowing they can ask questions or make mistakes without fear of judgment—is necessary to encourage open communication and help mentees respond positively to feedback.

Mentors can create safety by normalizing early-career challenges and discouraging self-doubt, which can undermine progress. A supportive, confidence-building approach not only benefits individual mentees but also strengthens team culture and overall veterinary team utilization.

Principles of adult learning

Effective veterinary mentorship depends on mentors' understanding of how highly educated adults learn. Adult learners, particularly high-achieving ones, are self-directed and goal-oriented. They want to connect new knowledge to real-life problems while considering their own past experiences.

Mentees should be encouraged to set learning goals, explore areas of interest, and identify how new skills apply to their day-to-day responsibilities. Practical, problem-centered learning in the form of real-time case studies or client communication challenges keeps learners engaged. 

Mentors can support effective learning and veterinary team utilization by focusing on collaboration and respect, allowing mentees’ input while adapting to different learning styles.

Giving and receiving feedback

New grads need timely, specific, and constructive feedback to help them understand expectations, develop skills, and gain confidence. However, mentees must first learn to receive that feedback with an open mind, rather than feeling hurt or judged by their abilities. 

Mentors can support this process by creating an environment of mutual trust. Inviting questions, clarifying their intentions, and using a thoughtful tone can help the learner react without defensiveness.

Mentors should also be flexible in how they communicate with individual learners and remain approachable, even when feedback covers a difficult topic. And just as mentors offer insight to mentees, they can benefit from mentees’ fresh perspectives.

Coaching and skill development

Veterinary mentorship is about helping new veterinarians take ownership of their learning. A structured program with clear goals and progression is a great start, but mentees must assume an active role in their own development by tracking progress, seeking feedback, and using time effectively.

Mentors play a critical role in modeling accountability and encouraging self-direction. The most effective mentors act as coaches, not micromanagers. Coaching provides guidance while allowing mentees space to process advice and think for themselves, making and reflecting on decisions. Tailoring support to each individual’s strengths helps mentees grow into confident, capable professionals.

The coaching mindset also requires flexibility. Not every mentee learns the same way or moves at the same pace. Asking thoughtful questions, offering support without overstepping, and gradually raising expectations can help new veterinarians reach their potential.

Support and leadership

New veterinarians face a steep learning curve as they transition from student to clinician. Mentors can ease this process through situational leadership—adapting their support style to match the mentee’s evolving needs and pace.

In the early stages, a mentee may need direct instruction. As confidence and skills grow, mentors can start leading with questions, prompting more independent thought, and then offering guidance and course correction as needed.

The key is flexibility and adaptability to variable circumstances and caseloads. Mentors who adjust accordingly can empower their mentees to grow, encourage independence, improve decision-making, and strengthen patient care while ensuring the mentee feels supported.

Using mentorship to develop teams

Effective mentorship relies on coaching and skill-development strategies tailored to adult learners and dynamic situations. Helping veterinary teams create a culture of psychological safety, provide structured feedback, and adapt communication styles can increase the effectiveness of veterinary mentorship programs and enable early-career professionals to thrive.

The VetPartners Veterinary Team Utilization Guide offers practical tools and guidance to help practices and practice groups build veterinary mentorship programs that work. 

Download the complete guide to share with partner practices and colleagues to promote advanced veterinary team utilization alongside growth and resilience for new graduate veterinarians. 

Inside our 25th Anniversary Celebration: A First Look at the 2026 VetPartners Annual Conference

The new year is fast approaching, and so is the VetPartners 2026 Annual Conference. This year, we’re celebrating something special: the VetPartners 25th Anniversary! From January 14–16, 2026, veterinary industry professionals will gather at the Rosen Shingle Creek Hotel in Orlando, Florida, for three days of learning, connection, and celebration.

Here’s a sneak peek at what to expect from this year’s conference, including session highlights, expert panels, and a few memorable ways to help us celebrate 25 years of partnerships and industry advances.

Keynote presentation

Attendees will enjoy an energizing keynote address from Dr. Frank Niles, an executive coach and leadership strategist. Titled “Purpose Unlocked for Veterinary Leaders: Reconnect, Refocus, and Lead with Clarity,” the keynote will offer a reflective and inspiring start to the event.

The pressure on veterinary business leaders today is relentless. Managing teams, making high-stakes decisions, and balancing client expectations, economic realities, and personal well-being can leave you feeling disconnected. Dr. Niles will guide attendees through a thought-provoking session that creates space for introspection and reconnection with core values.

Through guided exercises and peer discussion groups, participants will explore what grounds their decisions and makes them better leaders, and how to approach their work with renewed intention.

Session highlights

In addition to the keynote, the 2026 VetPartners Annual Conference will offer a varied lineup of interactive sessions and panel discussions to educate, challenge, and inspire attendees. Here are a few session highlights to look forward to.

Technology & AI in veterinary healthcare

Led by Eleanor Green, DVM, DACVIM, DABVP, this session explores how digital tools and artificial intelligence are reshaping diagnostics, treatment planning, and patient care through renewed efficiency. Dr. Green will highlight current, near-horizon, and future pipeline technologies and how they are advancing the field. 

Ripple effects

In this series of mini sessions, experts will discuss the “ripple effect” VetPartners has had on key industry segments. Attendees can look forward to talks on practice valuation, veterinarian compensation schemes, benchmarking, recruiting, technician and CSR development, private practice ownership and acquisitions, inventory, and the evolution of practice management technology over the past 25 years. 

A data-driven look at veterinary practice

Sheri Gilmartin, CVT, will deliver a comprehensive economic update, giving attendees an exclusive first look at full-year 2025 practice performance. This session will dive into data on revenue, appointment patterns, parasiticide sales, technology adoption, and other key indicators to help industry professionals understand the latest trends and what the numbers mean for operations, team well-being, and client service in 2026.

Panel discussion: Balancing profitability and payroll

Heather Prendergast, RVT, CVPM, SPHR; Karen Felsted, CPA, MS, DVM, CVPM, CVA; Dana Minacapelli; and Lance Roasa, DVM, MS, JD, discuss the complex relationship balance that practices must strike between profitability, pricing, and appropriate team member salaries. As visits decline, the cost of care rises, and staff shortages continue, how can practices remain profitable? Attendees in all facets of the veterinary industry will gain insights from this must-see panel event.

Panel discussion: Fragmentation of veterinary professional services

Monica Dixon Perry, CVPM; Candise Goodwin; Nicole Clausen, CSSGB, CCFP, CVBL; Bruce Truman, MBA; and Ryan Leech will discuss the diversion of revenue streams to external vendors over the past decade and whether practices should embrace the change or push to bring these services back under their own roof. Learn how the shift from maintaining multiple in-house profit centers to a focus on professional services affects practices, workflows, access to care, and the potential for practice growth.

Anniversary celebration

To celebrate the VetPartners’ 25th anniversary, attendees can look forward to special programming throughout the event, including the “ripple effect” presentation series discussing VetPartners’ influence on the industry and a tiki-themed party you won’t want to miss. Sponsored by CareCredit, the event will offer attendees a fun space to relax, network with peers, and celebrate 25 years of shared progress and achievement in the veterinary industry.

Registration details

Registration for the 2026 VetPartners Annual Conference is now open to members and non-members. Register by December 15, 2025, to take advantage of early-bird pricing and book a room at a discounted group rate at our host accommodations, the Rosen Shingle Creek Hotel in sunny Orlando, Florida.

If you’re attending VMX, The VetPartners conference offers the perfect opportunity to kick off your stay in Orlando in a more intimate setting and become energized and inspired to frame your conference experience. 

Visit our website to check out the full 2026 VetPartners Annual Conference schedule, book your hotel, and register for the historic 25th anniversary conference celebrating VetPartners.

The Veterinary Team Utilization Guide: Foundations of Mentorship

Mentorship is a powerful tool that veterinary practices and leaders can use to develop new team members, build their confidence, and bond them to the practice for long-term retention. However, mentorship is most effective when it’s intentional and builds upon itself.

Informal guidance from a senior staff member or veterinarian can be helpful for new veterinarians, but it won’t have the same effect as a structured mentorship program. Rather than helping associate vets tackle new skills as they arise in practice, a veterinary mentorship program defines goals, develops mentors’ skills, and supports mentees at all levels.

The VetPartners Veterinary Team Utilization Guide addresses the importance of mentorship in detail. Here’s an overview of the guide’s foundational recommendations regarding mentorship and its effect on team utilization, performance, and retention. 

Setting shared goals

The mentor and mentee should start with well-defined goals they’ve worked together to develop. Goals should reflect the mentee’s aspirations, but mentor input can help align them with the practice’s mission and values—including better veterinary team utilization. For the best outcomes, goals should be specific, measurable, and achievable in a realistic timeframe.

Documenting an initial goal and the pair’s progress toward achieving it ensures all parties understand the path forward. Goals may focus on clinical skill and knowledge development or “soft” skills, such as leadership and communication, and may evolve over time.

Identifying a primary mentor

A designated primary mentor ensures accountability and consistency for the mentee. A new team member may receive guidance from various sources and other team members in the practice, but a primary mentor acts as an anchor, coordinating training and helping keep progress on track. 

The primary mentor doesn’t have to be the most experienced person on the team, but they must be willing, available, and a good personality match for the mentee. Hospital leadership can support veterinary mentorship by blocking time on mentors’ schedules, reducing appointment loads, or offering formal mentorship training to ensure success in their role.

Building communication skills

Good mentorship requires solid communication. Mentors with poor communication skills who offer unhelpful feedback, dominate conversations, or struggle with self-awareness can unintentionally shake a mentee’s confidence and have the opposite effect on veterinary team utilization than desired. 

Communication skills and strategies that can help mentors provide better guidance to mentees and create an environment conducive to bonding and learning include:

• Active listening — Ask open-ended questions and restate concerns to ensure understanding.

• Providing feedback — Use specific examples and focus on behaviors, not personality traits. 

• Adapting communication style — Adjust the style and mode of communication based on the mentee’s preferences. 

• Encouraging conversation — Refrain from judgment and encourage open dialogue to create psychological safety.

• Using non-verbal cues — Maintain awareness of your body language and facial expressions, as well as those of the mentee.

Practicing inclusive mentorship

Mentorship programs must be created with inclusivity in mind to benefit the practice and the industry as a whole. Effective veterinary team utilization hinges on diversifying the profession by including individuals from diverse backgrounds and identities in various roles. Clinics designing mentorship programs, and the consultants who support them, must actively work to identify and address potential bias to create psychologically safe mentoring environments.

Best practices for crafting an inclusive mentorship program include:

• Identifying gaps in inclusivity

• Training mentors and staff on inclusivity topics

• Matching mentors and mentees of diverse backgrounds

• Developing a resource hub for all staff members

• Celebrating diversity within your team and community

Creating a mentorship culture

Mentorship is a key part of a healthy culture. While the traditional mentor-mentee relationship is between a senior and a new graduate veterinarian, it can and should extend to all roles within the practice. Team members at every level can benefit from coaching, skills development, and opportunities to learn.

Examples of actions veterinary hospitals can take to support a mentorship culture include:

• Hosting veterinary and technician students

• Encouraging interested employees to pursue credentialing

• Creating skill checklists for each position

• Providing continuing education for all staff

• Scheduling time for training and mentorship

Leaders who want to promote veterinary mentorship as an essential part of their hospital culture must act as coaches themselves, modeling the behavior they ask from the team. A practice that builds learning into everyday interactions, rather than limiting them to official mentorship sessions, can better support its team.

Mentorship programs that matter

Veterinary practices and leaders who empower team members to learn and grow in their careers enable better veterinary team utilization and, in turn, business success.

Mentorship offers a framework that supports team development. Veterinary consultants and industry professionals can help teams develop, implement, and maintain impactful mentorship programs by leveraging the VetPartners Veterinary Team Utilization Guide’s clear, searchable, and well-structured guidance.

Download, share, and discuss the complete guide with client hospitals that want to support staff members on a growth journey toward greater personal fulfillment and better overall veterinary team utilization.

Veterinary practices invest significant time and money in hiring, but often overlook the systems that help new employees succeed. Structured veterinary team training and staff development are essential tools for building confident, capable teams, utilizing them appropriately, and keeping them around for the long haul.

The “figure it out" approach of throwing new team members to the wolves doesn’t work, and team members today expect more from their employers. Practices that implement a comprehensive training and staff development plan create well-adjusted employees who feel valued and who choose to stay and invest in the practice’s growth and success.

Here, we’re highlighting strategies from the VetPartners Veterinary Team Utilization Guide, a resource veterinary practices can use to overcome staffing issues and build stronger teams that drive engagement, performance, and long-term success.

Setting clear expectations

A strong veterinary team training program starts with clear expectations. Veterinary practice owners and managers should work from the hospital’s established vision, mission, and core values to build job descriptions and code-of-conduct ideals to which employees will be held. 

Consistency in enforcing expectations matters. Team members must understand what’s expected of them and why those expectations exist in order to feel confident and engaged in their role. Expectations also help provide a template against which leaders can assess employees in their training and growth. 

Building structure

Level-based training programs can improve veterinary team utilization by providing a step-wise roadmap for growth within an organization. As team members advance through skill levels, they can take on more responsibility within the practice. Level systems require leaders to exhibit fairness and consistency after establishing clear benchmarks for what it takes to level up.

The structure of a leveling system can help reduce the typically aimless nature of the veterinary staff training process. It also helps support fair compensation, as regular wage reviews and raises accompany each level change, and it can improve retention by showing employees a clear path for advancement.

Onboarding confidently

Onboarding shouldn’t be a sink-or-swim experience. A well-designed program equips new team members with the knowledge, skills, and support they need to succeed in the job, or provides an “out” for the team member if it isn’t a good fit after 30 or 90 days. Helping new hires establish their role in the practice also promotes ideal veterinary team utilization.

A solid onboarding program in veterinary practice includes:

• Role-specific training

• Weeks to months of progressive training

• A mix of skills mastery, mentorship, and feedback 

• Training in hard and soft skills

Learning continuously

High-performing veterinary practices incorporate learning into their daily operations through various methods, including traditional CE, cross-training in other positions, peer coaching, workflow reviews, and targeted knowledge refreshers.

Ongoing training should reflect the practice’s needs and goals as they pertain to veterinary team utilization. How can leaders elevate technicians into skilled roles to increase their utilization? What knowledge does the assistant team need to provide adequate support to technicians and veterinarians?

The most effective learning environments encourage participation. Team members should feel empowered to request training for themselves, lead sessions for others, or help design training content to boost overall team buy-in and morale.

Using feedback for growth

Feedback is an underutilized tool because it can be challenging to implement correctly. Giving feedback the right way can strengthen the employee-employer relationship, improve job performance, and accelerate learning. However, vague and poorly-timed feedback can have the opposite effect.

The most effective feedback is:

• Timely

• Specific

• Tied to expectations

Feedback can be formal or informal; the important thing is that it remains balanced between praise for what’s working and suggestions for what’s not. Veterinary leaders should also approach feedback as a two-way street, inviting employees to share feedback with leadership, too.

Training to transform teams

Training isn’t just about compliance or checklists—it’s one of the most powerful tools for shaping team behavior, improving performance, and building a resilient, forward-thinking practice.

The VetPartners Veterinary Team Utilization Guide offers guidance for veterinary hospital teams looking to implement a training and development program that empowers their team. Consultants can use the guide to provide teams with specific feedback or direction, or to teach veterinary practice managers and owners how to become better leaders and trainers. 

Explore the comprehensive guide here, share it with the practices your company or industry supports, and help veterinary practices optimize employee skills, confidence, and utilization. 

Efficient veterinary teams need good leadership, training, and operational systems that create a fair and fulfilling work environment. Human resources professionals in the industry are scarce, but hospital leaders can learn to establish effective HR protocols and procedures that set their teams up for success.

Hiring, onboarding, training, and development are the most visible aspects of an HR strategy in veterinary practice, but equally important are the behind-the-scenes tasks that support employee retention and a positive culture. How well the workplace manages payroll, DEI, conflict, mental health, and flexible positions influences how employees experience their jobs.

The VetPartners Veterinary Team Utilization Guide provides a complete guide that HR management consultants and industry partners can use to assist teams in creating and implementing effective people systems that work. Here’s what the utilization guide can offer teams on the complexities of HR management that are too often overlooked.

Diversity, equity, and inclusion

Diversity, equity, and inclusion (DEI) have become weighty and politicized buzzwords, but their meaning and importance haven’t changed. Veterinary medicine suffers from a historical lack of diversity that may limit a team’s ability to connect with and support a diverse client base. DEI initiatives create inclusive teams, helping staff develop broader perspectives and offer better care for pets and clients.

HR plays a central role in recruiting and supporting all team members by addressing hidden or unconscious biases in job postings and pay practices, and among team members. Equity in hiring and people management ensures all team members, regardless of background, have access to opportunities for growth and contribution.

Conflict resolution

Veterinary teams often work under pressure, which can create tension among team members as a natural consequence. Left unresolved, conflict can build resentment, undermine trust, slow collaboration, and hamper utilization.

Managers must be skilled in conflict resolution and provide teams with a well-established HR process for addressing concerns and complaints. In addition to dealing with conflict as it arises, practice leaders should focus on a preventive strategy to keep minor conflicts from escalating, using techniques like regular one-on-one check-ins and anonymous feedback.

Mental health support

The emotional aspect of veterinary work can be intense, and teams without a comprehensive strategy for managing stress and supporting mental health are vulnerable to high burnout and turnover rates. Prioritizing flexibility, providing access to resources, and creating an environment where employees can safely discuss concerns with leadership and support one another helps to establish a healthier workplace. Leaders must also model balance, enforce regular breaks, limit restrictions on using PTO, and check in with staff regularly.

Well-cared-for employees have the mental energy needed to invest in the practice and make valuable contributions. Supporting mental health directly enables better veterinary team utilization.

HR and leadership alignment

Teams function best when HR systems and leadership are aligned and working toward the same goals. Leaders establish a culture of empowerment and utilization through delegation, feedback, and accountability, while HR systems provide structure to ensure fairness and consistency.

Coaching, training, and succession planning prepare future leaders to effectively manage people. HR training and systems support growth by giving leaders tools to create a workplace where veterinary team utilization happens naturally.

Telehealth and remote work

Thanks to cloud-based software systems, which free team members from the constraints of clinic workstations, many tasks involving administrative duties, client care and communication, documentation, and even telehealth can be done from home. However, remote work requires a solid framework of expectations and accountability.

Additionally, practices must choose platforms that protect data and offer seamless ways to keep remote staff connected to the rest of the team. The flexibility and work-life balance that remote and hybrid positions can enable support retention and expansion or reimagining of clinic roles, maximizing utilization in creative ways.

Supportive HR infrastructure

High-functioning practices not only hire great people but also develop strong human resource systems to help those people thrive, contribute, and grow. The often-overlooked HR infrastructure discussed in the VetPartners Veterinary Team Utilization Guide, combined with strategic hiring and training, supports retention, resilience, and fairness.

Few veterinary practices have HR experts on staff, and this is an area where consultants can truly shine. View, download, and share the complete Veterinary Team Utilization guide to give the practices you support the foundation and tools needed to develop people systems that matter.

Veterinary practices rely on their teams more than anything else, but the systems in place to support team members are often insufficient, especially in small or independent practices. Successfully managing people requires consistent protocols for hiring, onboarding, and training, as well as defined roles that help managers hire the right people—and set them up for success.

The VetPartners Veterinary Team Utilization Guide provides the roadmap consultants and industry partners need to help practices build stronger human resources (HR) foundations. Here’s an overview of the expert HR advice that focuses on structure, training, and engagement to create an environment where employees feel supported, work at the top of their abilities, and contribute fully to team success.

Workforce planning

Adding staff isn’t always the best strategy to increase efficiency. Practices that want to grow sustainably must look not only at the number of people on the team, but also at their utilization. Optimizing potential and performance will lead to better outcomes than simply adding bodies.

Veterinary team utilization audits can help practices identify under- and over-performing team members, allowing for adjustments that maximize each of their contributions. After optimizing internal utilization, teams can focus on hiring to fill skill gaps, selecting candidates who are a good cultural fit, and using flexible staffing models, such as part-time, seasonal, and shift-based roles.

Onboarding for autonomy

Ideal veterinary team utilization begins with onboarding. Expectations and the training process must be clearly defined from the start so new hires can build the confidence required to take initiative. Employees new to the practice must receive structured, role-specific training, including instruction on how to handle delegation and shared responsibilities within the team.

Effective onboarding introduces a new hire to team culture and communication norms. It clarifies what “working at the top of their license” means in a particular practice. Mentorship and scheduled evaluation periods help assess new hire progress and course-correct, if necessary.

Training for efficiency

Veterinary team members can’t be expected to grow into their roles if training stops after the first week. Structured, ongoing training for all roles builds confidence and autonomy, reducing overreliance on DVMs to make decisions or complete tasks. Additionally, cross-training can build skills while increasing team cohesiveness.

Skill progression tied to personal and clinic goals provides team members with a clear path forward, which helps with staff retention. As skill sets expand, so does efficiency and job satisfaction—a win-win.

Engagement and retention

People stay where they feel trusted, supported, and appreciated. Practices that want to reduce turnover need systems that foster staff engagement—not only during team meetings or performance reviews, but every day. Veterinary clinics need employee buy-in to support a highly functional team.

Engagement starts with proper veterinary team utilization. Empowering team members to use and grow their skills and recognizing the importance of their contributions helps to create a sense of purpose. When employees understand how their work contributes to the larger goals of the practice, feel integral to the hospital’s success, and can see a clear path forward for growth, they will feel motivated to stay.

Performance management

Performance management, including feedback and plans for improvement, is most effective when it focuses on growth. Veterinary team utilization is a key component in evaluations, as team members should have clear expectations for how their role contributes to practice flow and efficiency so they can be measured against them and coached for success.

When performance issues arise, look at utilization as a potential cause. Underutilizing a team member or asking more of them without the proper training can each lead to disengagement. A performance improvement plan (PIP) can establish a path to address these broader issues and support the team member’s growth rather than simply correcting their mistakes.

Fair compensation

Adequate pay and benefits help attract and retain employees, but an employee’s feelings about compensation are tied to perceived value rather than a specific dollar amount. Team members who are trained and trusted to use their skills feel that their compensation reflects their worth, while underutilized staff may feel invisible and unimportant, regardless of the pay scale.

Practices can strengthen their compensation systems by rewarding high performers based on their contributions to the practice, rather than solely on tenure. Bonuses, recognition, and advancement opportunities, including tiered pay structures based on skill acquisition, can reinforce effective utilization.

Unlocking team potential

Intentional and structured HR systems empower teams to work more efficiently and with greater purpose. Hiring the right people and supporting them with onboarding, training, and appropriate compensation helps to create confident, autonomous, high-performance teams.

The VetPartners Veterinary Team Utilization Guide provides your veterinary hospital clients with the tools and strategies they need to build more effective HR systems. Check out the complete guide here and share it with the practices you support to help them build the systems they need to improve utilization.

The Veterinary Team Utilization Guide: Strengthening Culture and Leadership

Veterinary practice culture shapes how teams function, how efficiently a practice operates, and whether team members stay or go. But in the rush of daily operations, culture can get sidelined or muddied, and leadership may shift to reactively controlling problems rather than strategically preventing them.

The VetPartners Veterinary Team Utilization Guide helps consultants and practices assess and improve team engagement, of which culture and leadership play a foundational role. In our deep dive into the guide’s contents, we explore why culture and leadership matter in the context of team utilization and how teams can make strides toward a better workplace. 

Defining and protecting practice culture

Culture is intricate and fluid; it’s made up of everyday interactions, habits, choices, messages, and feelings—both spoken and unspoken—that shape how team members relate to one another and the work they do.

Leadership style plays a central role in developing, defining, and redefining veterinary practice culture. For example, leaders who delegate thoughtfully, give feedback, and recognize initiative support a culture of trust, while leaders who avoid conflict, tolerate bad behavior, or micromanage can undermine trust.

A leader’s actions must match the clinic’s stated values, mission, and protocols. When these things don’t match, it sends a signal that behavior and expectations don’t matter. Team members become unsure of what’s expected of them, what to do in a given scenario, and whether accountability applies to everyone equally. To prevent this loss of trust and a subsequent moral and ethical cultural spiral, leaders must be consistent in how they set expectations, give feedback, and follow through.

A strong culture also relies on leadership self-awareness. Leaders who regularly seek feedback, reflect on their behavior, and pursue training, mentorship, or coaching are better equipped to support their teams and model positive behaviors.

Role optimization and culture

Team members can do their best work when their responsibilities are clearly defined, they receive adequate training, and others trust them to complete tasks using their skills and knowledge. Role optimization like this supports a culture of accountability and trust.

Team members without a defined role may make assumptions, step on each other’s toes, waste time figuring out who’s responsible for what, and let essential tasks fall through the cracks. Role confusion breeds resentment and poor performance, while role clarity supports engagement and efficiency. 

Practices can achieve this role clarity by:

• Writing detailed job descriptions

• Implementing leveled training systems

• Training leaders on proper delegation

Delegation itself is a leadership skill that individuals can develop with training and experience. Investing in delegation as a skill allows veterinary leadership to empower teams and avoid unintentional micromanagement.

Maximizing technician utilization

Credentialed veterinary technicians (CrVTs) are critical assets to any practice, but they’re often underused. Barriers to proper CrVT utilization include outdated delegation habits, vague policies, and uncertainty about what technicians can or should do in the veterinary clinic. Poor utilization leaves technicians feeling undervalued, understimulated, and, often, underpaid.

Hospitals can start by reviewing their state’s practice act and comparing it to internal policies. If the practice act is vague, teams can review the list of skills CrVTs must learn to graduate and sit for the national licensing exam. Once leaders understand what techs can do, they can implement training and mentorship that empowers them to develop an advanced skillset that benefits the practice.

Structured onboarding, skill-level training programs, and continuing education help technicians grow into expanded roles and take on more responsibility. When paired with feedback and leadership support, these systems create a pathway for long-term development and utilization.

Culture and veterinary team utilization

Culture is the foundation that supports practice efficiency and appropriate veterinary team utilization. When culture is not prioritized or breaks down over time, problems like turnover, miscommunication, duplicated work, poor handoffs, and workflow delays drain time and morale from team members and make daily operations harder than they need to be.

Intentional culture and strong leadership can improve efficiency and strengthen teams. Leaders must focus on building trust, modeling behavior, clarifying expectations, and promoting shared responsibility so that team members understand their roles and have the tools they need to succeed in them. 

The VetPartners Veterinary Team Utilization Guide offers a clear, practical framework that veterinary consultants and industry partners can use to help practices align their leadership and culture with their goals for efficiency and sustainability. 

Check out, download, and share the complete Veterinary Team Utilization Guide here!

The Veterinary Team Utilization Guide: The Ultimate Resource for Clinics and Leaders

Inefficiency, high turnover, and underutilized teams are significant problems in the veterinary industry that have long gone unaddressed. Veterinary practice leaders want to create a more sustainable operation, but they may not know where to start.

The VetPartners Veterinary Team Utilization Guide offers a comprehensive solution for struggling teams. The guide, created by experts in the field and in collaboration with prominent industry organizations, provides an in-depth examination of today’s most pressing issues to help veterinary teams optimize workflows, staffing, and culture through better team utilization.

Each chapter of the guide addresses a different aspect of team utilization, walking clinics through the process from start to finish. From onboarding and training to role optimization, HR management, and the client experience, the guide provides real-world tools, checklists, and examples your clients can start using right away.

For VetPartners consultants and industry partners, the guide serves as a roadmap and structure for collaborative change management. To make meaningful, impactful changes, clinics must first see themselves and their problems in a new light. The first chapter of the guide walks practice leaders through the process of identifying opportunities for improvement and making plans to implement change. Here are a few highlights.

Defining ideal veterinary team utilization

In an efficient veterinary clinic, every team member works at the top of their license or skill set. Veterinarians focus on tasks only they can do (e.g., diagnosing, prescribing, and performing surgery), credentialed technicians (CrVTs) handle technical procedures, and veterinary assistants and client service representatives (CSRs) are given autonomy to function fully within their roles. 

Except in extenuating circumstances, veterinarians and practice leaders should focus on their specific roles instead of micromanaging the team. It also means that team members must be set up for success with ongoing training and valued for their contributions, education, and unique talents.

Defining roles helps establish a true, collaborative team-based approach where work is distributed evenly and staff feel empowered to contribute to the best of their abilities. Practices that prioritize proper utilization run better and more efficiently, often finding they can open up more appointment slots, minimize staff turnover, and improve overall morale.

Assessing current veterinary team utilization

To improve veterinary team utilization, practices must first evaluate whether team members are doing work that aligns with their training and licensure. For example, ask teams:

• Do technicians perform catheter placements, imaging, sample collection, anesthesia, and advanced nursing?

• Do veterinarians perform tasks that could be delegated to others?

• Are CSRs trained to educate clients and triage calls, or do they defer to other staff?

Evaluating day-to-day operations reveals inefficiencies that may limit growth and contribute to burnout. It’s also a great way to identify team members who are eager to take on more responsibility but haven’t been given the opportunity to grow.

The gap analysis

A gap analysis compares a hospital’s current team utilization to the ideal scenario. The difference between the two, or the gap, is where consultants and teams should focus their energy to see the most results.

The gap analysis examines embedded systems, communication styles, and overall culture that impacts veterinary team utilization with questions such as:

• What protocols are in place to support delegation?

• Is there clarity around who is responsible for what?

• Do team members feel supported in their roles?

• How do leaders respond to mistakes?

• How often do team members receive positive reinforcement?

A thorough gap analysis can highlight training needs, outdated systems, and areas where the clinic may be leaving revenue on the table by not leveraging credentialed and experienced staff.

Setting SMART goals

After identifying the gaps, teams must create a plan to achieve the desired improvements. Vague goals are nearly impossible to achieve because there is no clear endpoint. SMART goals are specific, measurable, action-oriented, resource-backed, and time-bound, creating a more tangible path to achievement. 

For example, a vague goal for the team may be to “delegate more.” A SMART goal sets specific parameters and might include “training all credentialed technicians on dental radiography procedures by the end of Q3.” The SMART goal establishes a clear, actionable endpoint.

Setting goals helps practices stay focused on baby steps and provides clear milestones to track progress. After meeting one goal, practices should set the next. When viewed collaboratively, the goal-setting process encourages communication and accountability across the entire team.

Turning insight into action

The Veterinary Team Utilization Guide provides a structured, accessible way to help you help your veterinary hospital clients. Share it with a veterinary team in need or use it to:

• Facilitate discussions about role optimization

• Identify barriers to change

• Guide the development of actionable improvement plans

Encouraging veterinary leaders and practice owners to reflect on how their teams are used—and what’s holding them back—not only impacts individual clinics and teams, but sets the stage for better industry-wide utilization of talented, credentialed, qualified veterinary professionals.

The VetPartners 2025 Mid-Year Conference brought together veterinary industry leaders from July 15–17, at the Grand Hyatt in Washington, D.C. Set against the backdrop of the nation's capital and the momentum of the AVMA Convention, this year's conference delivered powerful insights on veterinary economics, digital innovation, practice growth, and professional development.

In case you weren’t able to join us, here is a recap of the three days’ events.

Building a back-pocket network

Mary Mongioi, JD, and Alexandra Kohrs opened the conference with a session that encouraged attendees to examine their professional networks. They introduced the idea of “back pocket pals”—trusted colleagues you can call on when your clients’ needs extend beyond your expertise.

VetPartners members were challenged to expand their networks with intention and to see colleagues, financial experts, consultants, and other service providers as relationship builders. They suggested that referring clients to trusted partners can build credibility, foster client loyalty, and strengthen the industry as a whole.

Navigating the economic landscape

In a data-rich session, AVMA economists Katelyn McCullock and Christopher Doherty, DVM, CBV, MBA, provided a snapshot of the current economic climate and what it means for veterinary professionals. Although recession fears loom—highlighted by the longest inverted yield curve since the Great Depression—consumer spending patterns, especially on veterinary services, have held steady.

Veterinary service costs continue to rise faster than other goods, with veterinary prices rising 5.7% in May 2025, while the consumer price index climbed only 2.7%. Overall visits have dropped 3% year-over-year, but revenue has grown 2.2%, helping to keep practices profitable.

Pet ownership remains strong, especially among dog-owning households, with cat ownership holding steady. The bottom line: While the profession remains resilient, veterinary teams should prepare for slower economic growth and additional pull-back on consumer spending.

Addressing the affordability challenge

One of the most thought-provoking panels of the conference tackled a timely—and emotionally charged—question: Has veterinary medicine finally become too expensive?

Moderated by Dana Minacapelli, the session brought together a diverse panel of professionals—relief veterinarian and consultant Cindy Trice, DVM, practice owner, emergency veterinarian, and consultant Peter Bowie, DVM, and human resources and operations expert Andrea Crabtree, BS, CVPM, SPHR, PHRca, CCFP, FFCP—to explore how practices can balance financial health with client access.

The panel quickly clarified an important distinction: Veterinary care is not inherently too expensive—but for many pet owners, it has become unaffordable. Transparency and communication were emphasized as crucial tools in helping clients understand the value of veterinary services. The panel stressed that practices should move away from transactional care and toward relationship-based communication. Dr. Trice highlighted the importance of placing emphasis—and a higher price tag—on the veterinarian’s expertise instead of on services such as vaccines.

Tools such as payment plans (managed through outside companies), pet insurance, and wellness plans were discussed as ways to improve access to care.

Unlocking untapped revenue

Christine Cornelius, DVM, MBA, delivered a forward-thinking session on the power of digital ecosystems in veterinary practices. She emphasized that practices don’t need a new building to grow their revenue, but can instead leverage the resources they already have.

Dr. Cornelius suggested that practice leaders can monetize their existing digital assets, from virtual consults and wellness plans to e-commerce and AI tools. By mapping the client journey and identifying digital touchpoints, practices can create a monetized knowledge layer that includes profit centers such as on-demand education, expert Q&A events, and branded retail offerings.

Marketing with meaning

In the session “Veterinary Marketing in 2025: An Industry Perspective,” Cebron Walker outlined marketing strategies that practices can use to connect with today’s pet owners.

Walker recommended starting with the basics, such as identifying the practice’s target audience, understanding the local competition, and building a budget that reflects the practice’s goals. He then outlined a comprehensive approach that blends website optimization, social media, SEO, paid advertising, online directories, and video into an integrated marketing plan. He also stressed the importance of a personalized digital presence, with authentic images of veterinary teams, clients, and clinics, to help build trust and convey personality.

A spotlight on cats

Bruce Truman, MBA, shared highlights from the recent CATalyst Council report and emphasized the untapped potential in feline medicine. While practices have traditionally catered to dog owners, the cat-owning population is growing—and so are their expectations.

Millennial and Gen Z cat owners expect tech-enabled experiences, low-stress care, and proactive communication. Tools such as wearables and smart feeders are becoming the norm, instead of the exception.

Truman shared actionable steps for practices to better connect with cat owners, including:

• Assessing their feline friendliness
• Training in low-stress handling
• Gaining certification as a Cat-Friendly Practice
• Offering feline-specific wellness plans
• Developing cat-specific marketing and messaging
• Tracking and evaluating feline-specific KPIs

Planning for the future

In the panel discussion “Go, Stay, or Grow? Growth and Succession Planning,” five seasoned VetPartners members shared candid insights into exit planning, ownership transition, and preparing for retirement. Moderator Joel Parker, DVM, led the discussion as panelists Cammi Bailey, CVA, CPA, Jimmy Bell, CPA, Anthony Mahan, JD, MBA, CVA, Robin Brogdon, MA, and Caitlin DeWilde, DVM, shared their plans—from preparing internal successors to hiring brokers to handle sale negotiations.

The panel emphasized the importance of working “on” your business, not just “in” it, and ensuring your business can operate successfully in your absence—whether planned or unplanned—with standard operating procedures, risk mitigation plans, and strategic partnerships.

Creating space for growth and belonging

The conference closed with a thought-provoking hot rocks presentation led by Kemba Marshall, MPH, DVM, SHRM-CP, and Mia Cary, DVM, titled “Getting Comfortable Being Uncomfortable: Beyond the Basics.” From the land acknowledgment opening to the use of dyslexic-friendly font, the session modeled inclusivity throughout. Participants reflected on their emotional responses to a powerful video and were encouraged to set SMART goals for personal and professional growth related to inclusion and belonging.

Connecting with colleagues, old and new

Between sessions, attendees had plenty of opportunities to network with old friends and meet the 18 new members who were inducted during the pinning ceremony. The Community Connections Committee planned entertaining networking activities to help members get to know each other better, as well as dinners to encourage small group conversations. The conference wrapped up with the ever-popular CareCredit social, courtesy of our founding sponsor.

Mark your calendar and plan to join us for the 2026 Annual Conference, held January 14–16, 2026, at the Rosen Shingle Creek in Orlando, Florida. Stay tuned and watch the VetPartners website for more details!

The June 2025 Technology Committee webinar, which was moderated by Rhonda Bell, CVPM, PCM, CDMP, and titled, “Mastering Workflow Automation and Software Implementation,” featured speakers Joe Chickerillo, Nancy Dewitz, and Sydney See. They discussed key steps for implementing workflow automation, overcoming common challenges, and driving adoption in veterinary teams. Attendees learned practical strategies to help practices ensure a smooth transition, maximize efficiency, and achieve long-term success. In case you missed this informative webinar, here are some of the key takeaways.

What is workflow automation?

According to See, “Workflow automation is about taking things that you're doing over and over and over again and letting the system handle it for you. These aren't complex decisions or high-touch interactions—they're the repetitive, predictable steps that eat up time and mental energy.”

Examples of tasks that can be automated include:

• Sending appointment reminders
• Building exam or SOAP templates
• Updating invoices

“Automation creates space,” said See. “That space is where practices grow, retain staff, and make strategic decisions, instead of just trying to survive the day.”

Roadblocks to implementation

Veterinary teams are often hesitant to adopt new technologies for a number of reasons, including:

• Resistance to change — Between staffing shortages and busy schedules, veterinary teams often feel overwhelmed and are reluctant to invest the time to learn new processes They often see new software as just another system to keep track of, adding to their already-cramped schedules.
• Lack of business education and training —According to Chickerillo, veterinary practice owners often don’t want to think of their practices as profit-driven businesses.
• Difficulty understanding the new system —”I go through this process with my clients as the interpreter,” said Dewitz, who is a practice consultant. “What is known in their old software is termed something different in their new software. A lot of times, even the senior staff struggles through the process of setup because they don’t know what equals what.”

Helping practices overcome barriers

By helping practices overcome these barriers, practice consultants and software representatives can help them maximize efficiency and be more productive. Ways you can help practice leaders see the benefits of new software and automation include:

• Making the implementation process as seamless as possible — Software companies that are willing to replicate processes the practice already has in place are more likely to win over hesitant teams. “We tell the client, ‘Whatever you’re doing now, we’ll go in and replicate all those rules, settings, or workflows’ to get over the initial hurdle,” said Chickerillo.
• Reframing conversations — Chickerillo suggested emphasizing that teams will be able to help more pets when workflows are more efficient and busy work is eliminated, instead of focusing on financial gains. See added that practice leadership should communicate the “why” as well as the “how.” “If the team understands how automation protects their time, and doesn’t add to their workload, they’re usually more open,” she said.
• Being upfront with staff — According to Dewitz, “The more upfront you can be with the staff, the less fear there will be and the less resistance to change.”
• Focusing on the long-term benefits —Although the transition period may be stressful, it can help to remind teams of the ways the new technology will improve their daily workflows. “When team members see the results, like fewer phone calls, faster record keeping, or less rework, they buy in,” said See.
• Appointing a champion — “ I always sought out my early adopters,” added Bell. “I always had that one technician or associate who was the ambassador that I could go to, that I knew loved to play with the new shiny toys, and I would get them to buy in.”

Reframing hesitation into opportunity

Team hesitation is a major hurdle consultants and practice leaders face when introducing new technology or automations. Chickerillo recommended identifying a team’s pain points to help them see how a new process can help improve efficiency. If the team hasn’t taken the time to think about pain points, ask them to think of processes they wish could be easier.

Bell pointed out that teams can become stuck in a comfort zone and are afraid to try new things. “There was a time when everyone had a map in the glove box,” said Chickerillo. “That was a good system. It got you to where you were going. But, GPS is dramatically better.”

Getting started

Implementing new technology can be intimidating, and starting small can help teams see the benefits. See recommended starting with tasks with the highest repetition and that have the highest likelihood of human error. “Start by asking ‘What do you do more than five times a day? What do you do without thinking about it?’ There’s your short list of tasks for automation,” she said.

When choosing new technology, Dewitz pointed out that there is no one perfect solution. “It's about identifying what their specific needs and wants are and then making sure that if there's a trade-off somewhere, they're aware of that trade-off.” She recommended sitting down with practices and finding out which things they can’t live without and which things fit into the ‘nice to have’ category. “The whole process is about setting the right expectation for the endgame,” she said.

Want to learn more about helping veterinary teams implement new automations? Click here to watch the entire recording.

The VetPartners Technology Committee hosts bimonthly webinars on a variety of topics to help practices grow and thrive. Watch for details about upcoming webinars!

The VetPartners 2025 Mid-Year Conference, to be held July 15–17 at the Grand Hyatt Washington, in Washington, D.C., is only weeks away. 

Summer is a busy time, so maybe you haven’t gotten around to registering yet. Or, maybe you’re on the fence about whether you want to squeeze in another travel commitment. 

Trust me, this event will be worth your time. Veterinary business professionals come away from VetPartners conferences with new friends, business connections, and ideas—and a renewed passion for their work. 

Still need convincing? Here’s a sneak peek at the upcoming agenda.

Who’s in Your Back Pocket? Leveraging VetPartners for Client Success

Presented by Mary Mongioi, JD, and Alexandra Kohrs, this session will help you understand how collaborating with various industry experts can help you solve complex challenges faced by your veterinary clients. Emphasizing the value of teamwork and collaboration, Mongioi and Kohrs will identify business opportunities and when to engage additional resources, as well as strategies for introducing fellow VetPartners members to clients. They will highlight several case studies showing how cross-functional collaborations have positively impacted veterinary professionals.

Get Comfortable Being Uncomfortable: Beyond the Basics

Research shows that inclusion matters and is good for business. In this Hot Rocks session, Mia Cary, DVM, and Kemba Marshall, MPH, DVM, SHRM-CP, will discuss the business case for diversity, equity, inclusion, and belonging (DEIB). They will help attendees align on terminology as the stage is set to evaluate a video and a variety of tools that support individual and organizational growth. Attendees will be encouraged to get comfortable being uncomfortable (GCBU) as they intentionally create environments that welcome difficult conversations.

Veterinary Marketing in 2025: An Industry Perspective

Economic constraints and competition mean that veterinary clinics need to be savvier than ever with their marketing. In this Hot Rocks session, Cebron Walker will explore the most effective current marketing strategies for veterinary practices, so VetPartners members are prepared to help their clients succeed. The presentation will cover branding, website optimization, social media engagement, video marketing, Google Business Profile optimization, and reputational management strategies

What is Happening With Cats?

Increasing cat ownership has driven steady growth in feline visits and presents significant revenue opportunities for the veterinary market. In this Hot Rocks presentation, Bruce Truman will share insights into the demographics of today’s cat owners, particularly younger adopters who value convenience, telehealth access, and proactive wellness, and why these preferences call for more species-specific innovation. Attendees will learn practical solutions that can immediately improve feline welfare and open new revenue streams.

Monetizing the Digital Ecosystem: Unlocking New Revenue Streams in the Veterinary Industry

This session, presented by Christie Cornelius, DVM, MBA, examines what monetization in a digital ecosystem looks like, how it differs from traditional business models, and how veterinary consultants and service providers can help businesses unlock new revenue streams. She’ll share actionable insights and real-world case studies on building sustainable revenue models in the evolving veterinary ecosystem while leveraging digital platforms, strategic partnerships, and AI-driven tools to create value, cultivate community, and drive growth. 

Essential Economic Update for Veterinary Leaders

Katelyn McCullock, AVMA Chief Economist and Veterinary Economics Division leader, and Chris Doherty, DVM, CBV, MBA, Assistant Director for Strategic Business Research and Outreach for the AVMA, will present the latest economic data pertinent to veterinary practices, including workforce demographics and market trends. They will discuss how these economic factors influence practice management decisions and strategic planning. They will also present insights from AVMA research that can be applied to enhance practice operations and financial performance.

Make the most of your time in Washington, D.C.

The Grand Hyatt Washington is located in the center of downtown Washington, D.C., only blocks away from many of the city’s most famous landmarks and museums. During your stay, you can easily walk to the Smithsonian, the White House, the National Monument, the National Mall, Capital One Arena, or Ford’s Theatre. Or, hop on the train at Metro Center Station to travel beyond the downtown area. There is so much to see that you may want to stay a few extra days to take it all in!

There is still time to register for the VetPartners 2025 Mid-Year Conference, but the event will be here before you know it. 

Once you’re registered, don’t forget to sign up for the networking dinners hosted by the Community Connections Committee. Secure your spot at one of Washington D.C.’s best restaurants for Tuesday and Wednesday evenings, and catch up with friends or make new connections. 

We hope to see you there!

The year is flying by, but the conference calendar is still quite full. The third quarter is jam-packed with premium events to help keep veterinary professionals up to date on the latest advances and innovations in the field. For industry professionals, these conferences provide invaluable opportunities to showcase their expertise, connect with potential clients, and network with peers from diverse backgrounds. Here are the conferences you should put on your calendar for the third quarter of 2025.

VetPartners Mid-Year Conference

When: July 15–17, 2025

Where: Washington, D.C.

The VetPartners 2025 Mid-Year Conference should top your list! This event will include engaging sessions, collaborative discussions, and unmatched networking opportunities. Set in the nation’s capital prior to the AVMA convention, the meeting offers an opportunity for VetPartners members to share their vast knowledge and networks to help one another succeed in the veterinary industry.

Registration is still open! To learn more, go to the VetPartners website.

AVMA Convention

When: July 18–22, 2025

Where: Washington, D.C.

The AMVA Convention 2025, in conjunction with the 40th World Veterinary Association Congress, will be held at the Walter E. Washington Convention Center in Washington, D.C. This collaborative event will unite veterinary professionals from around the globe, offering high-quality education, networking opportunities, and special events designed to advance the veterinary profession.

For details and registration, head to the AVMA Convention webpage.

Fetch Kansas City

When: August 22–24, 2025

Where: Kansas City, Missouri

The Fetch Kansas City Veterinary Conference offers veterinary professionals over 17 CE hours through more than 200 sessions led by more than 100 veterinary experts. Attendees can look forward to three keynote presentations and a comprehensive educational experience designed to enhance clinical skills, management strategies, and personal wellness. Beyond the conference, participants can explore Kansas City’s rich culture, including world-class barbecue, jazz music, the historic Power and Light District, and attractions like the Nelson-Atkins Museum of Art and the Kansas City Zoo.

Check out the Fetch Kansas City Conference site for more information.

Veterinary Innovation Summit

When: September 3–5, 2025

Where: Kansas City, Missouri

The Veterinary Innovation Summit brings together forward-thinking veterinary professionals and entrepreneurs to explore and shape the future of animal health. Highlights include:

• Groundbreaking topics — Creative minds from inside and outside the veterinary industry will provide insightful information about a variety of exciting topics.
• Visionary pitch competition — A dynamic live pitch competition will allow veterinary trailblazers to showcase their innovations.
• Exhibits — New products and technologies will be on display in the exhibit hall.
• Networking opportunities — Attendees can network with progressive-minded professionals.

For additional information, check out the VIS website.

VHMA 2025 Annual Meeting and Conference

When: September 4–6, 2025

Where: New Orleans, Louisiana

This year’s VHMA Meeting and Conference theme, “Rhythms of Excellence: Strategies for Veterinary Hospital Success,” focuses on harmonizing leadership, strategic planning, team empowerment, client engagement, and operational efficiency to enhance practice performance and patient care. The conference will feature dynamic keynote presentations, interactive workshops, and collaborative panel discussions led by industry pioneers. A notable pre-conference workshop, “Sharpen Your Financial Skills: Finance Fundamentals Every Manager Needs to Know,” offers a comprehensive six-hour session on financial management tailored specifically to veterinary hospitals. Attendees will delve into essential financial concepts, such as revenue generation, cost control, cash flow management, and theft prevention, equipping managers with practical skills to support hospital operations.

To learn more, head to the VHMA website.

International Veterinary Emergency and Critical Care Symposium

When: September 4–8, 2025

Where: San Diego, California

IVECCS offers more than 40 hours of exceptional, practical CE designed for veterinary emergency and critical care professionals. The event draws veterinarians, technicians, and practice managers from general practices, specialty and referral hospitals, academic institutions, and research settings. IVECCS serves as a hub for forward-thinking professionals to explore the latest innovations in technology, equipment, pharmaceuticals, and information management solutions, all while advancing their clinical knowledge and skills.

Check out the IVECCS website for more details.

AAHA CON 2025

When: September 11–13, 2025

Where: Chicago, Illinois

AAHA CON 2025 will offer veterinary professionals world-class CE, inspiring keynote presentations by Andy Roark, DVM and best-selling author Ryan Leak, and exceptional opportunities to network with industry leaders and peers. Attendees can expect a focused, intimate environment designed to foster professional growth and collaboration, featuring in-depth sessions and opportunities for personalized guidance from AAHA Practice Consultants.

Visit the AAHA CON website to learn more and register.

Feline Veterinary Medical Association Annual Conference

When: September 18–21, 2025

Where: Portland, Oregon

The FelineVMA Annual Conference will focus on feline nephrology, urology, and dentistry, offering a comprehensive program tailored for veterinary professionals dedicated to feline health. This year, the event will expand the technician track to three days, providing in-depth sessions on various topics within these specialities.

Learn more on the FelineVMA’s website.

Southwest Veterinary Symposium

When: September 25–28, 2025

Where: Fort Worth, Texas

The SWVS offers veterinary professionals over 400 hours of CE across 13 specialized tracks, led by industry experts. Attendees can expect engaging, interactive sessions designed to enhance learning without overcrowding, fostering a more personalized educational experience. The symposium also features a large exhibit hall, offering industry representatives ample opportunities to interact with veterinary professionals. Emphasizing southern hospitality, SWVS aims to create a welcoming atmosphere for all participants.

Get additional details and register on the SWVS website.

With these exciting conferences just around the corner, your summer travel calendar is sure to be full. Don’t forget to let the VetPartners administration team know which conferences you’ll be presenting or exhibiting at so our members can stop by and say hello!

I've been doing this for 15 years, but I feel invisible online.

That's what a veterinary consultant told me during a recent strategy session. She wasn't lacking experience. She wasn't lacking success. But, she lacked visibility—and in today's increasingly competitive consulting landscape, visibility is everything.

More professionals are stepping out of the clinic into consulting roles. They're bringing fresh energy, polished branding, and a deep understanding of digital media. That's great for the industry, but it can feel overwhelming for long-time consultants who built their reputations offline through word-of-mouth and proven results.

The question now isn't just, "Are you good at what you do?”—it’s, "Can you clearly communicate your value to a practice that's being pitched by three other consultants this month?"

Let's break down what makes a veterinary practice say yes.

Relevance: Speak to the problem a practice is actively trying to solve

Veterinary practice owners are overwhelmed. They're not looking for fluff—they want help with the problems keeping them up at night.

That means your messaging needs to start with pain points:

• "Your team is burned out, and turnover is high."

• "Your appointment book is full, but your profit margins are shrinking."

• "You're growing—but no one's trained on the systems that support that growth."

Practices want to hear,  "This consultant gets it. They understand my pain. They're already speaking my language."

Quick Win: Instead of leading with a resume, lead with relevance. Your homepage, one-liner, or pitch should reflect real, urgent practice needs.

Results: Show the outcome, not only the offering

Veterinary practice owners are approached by consultants offering everything from leadership training to scheduling solutions, but here's the truth: Practice owners don't want services; they want results.

It's not enough to say, "I do workflow audits," or "I offer team coaching." Those are just services. Practices will say yes when they clearly understand the outcome of working with you.

One of the most common missteps consultants make, especially those with years of experience, is assuming that the practice already gets it. That they understand what a workflow audit involves, what coaching will improve, or how those changes will actually show up in their day-to-day operations.

But they don't know what you know. That's why they need you.

The consultants who consistently win new clients are those who can bridge that gap—not by selling harder, but by educating better. They make it easy for practice owners to connect the dots between their current pain points and the tangible improvements they'll see after the work is done.

In a competitive consulting landscape where newer consultants are often armed with polished websites and digital portfolios, seasoned consultants must lean into what they do best: results-driven impact.

Here are a few examples:

• Instead of saying: "I help teams with communication." 

• Say: "After a 6-week training program, one clinic reported a 35% drop in internal miscommunication complaints and a smoother daily workflow, resulting in fewer delays and better patient flow."

• Instead of saying: "I offer growth strategy consultations."

• Say: "The practice owner went from feeling stuck at $1.2 million in annual revenue to implementing a plan that increased production by 18% in under a year."

Veterinary professionals are evidence-based by nature. If they can't see the transformation your service creates, they won't take the risk—especially when they're already overwhelmed.

Quick Win:
Use your experience to build a few short, story-based case studies that highlight the client’s problem, what you did, and what changed. Keep them client-focused and outcome-rich. These successful snapshots are more persuasive than a full proposal.

Relationship: Be present before you pitch

Veterinary professionals are used to “sales reps.” They're not used to genuine relationships with consultants who consistently show up, listen, and support without pushing.

Practices are more likely to say yes to someone:

• They've seen present at a conference

• They've followed on LinkedIn

• They've gotten value from—before a sales conversation ever happened

This is where newer consultants often excel. They're showing up online, offering tips, sharing stories, and engaging with real people in real-time.

Quick Win: Pick one platform (LinkedIn, a Facebook group, or your email list) and commit to showing up. Answer questions. Share behind-the-scenes views. Be helpful. Consistency creates familiarity—and familiarity builds trust.

Final thoughts: Experience still wins—but visibility amplifies it

You don't have to rebrand your business overnight or become a full-time content creator. But if you've been in this space for years and aren't getting as many "yeses" as you used to, it might be time to update how you communicate your value.

The practices that need you most are out there. Let's make sure they can hear—and see—you.

___________________________________________________________________________

Rhonda Bell, CVPM, PCM, CDMP is a veterinary business strategist and founder of Dog Days Consulting, where she partners with veterinary consultants, educators, and practices to elevate brand strategy, digital presence, and client engagement. With over 15 years of experience in veterinary practice management and advanced certifications in digital marketing, Rhonda brings a deep understanding of operational realities and industry trends. Her consulting approach blends leadership development, brand positioning, and digital communications to support veterinary professionals in building sustainable, influential businesses in a competitive market.

In today’s digital-first world, a veterinary practice’s social media presence can be as important as its curb appeal or website. With so many platforms to choose from, knowing where to focus time and energy can be difficult. Should practices stick to Facebook? Post puppy pics on Instagram? Dive into TikTok trends? Boost their hiring visibility on LinkedIn?

This blog will help veterinary practices understand the major social media platforms and explain how to match each one with the practice’s marketing goals. Whether a practice wants to attract new clients, build stronger relationships with current clients, or grow its professional network, choosing the right platforms is the first step to social media success.

Facebook

Facebook is a must for most veterinary practices, offering a well-rounded space for client communication, community building, and promotional outreach. Facebook has a broad user base, including pet owners of all ages, but especially Gen X and baby boomers, making it an ideal place to share informative content, practice updates, events, and client reminders. The platform supports a variety of content, such as photos, videos, text posts, event pages, and links to blogs on your website. 

Ways a practice can use Facebook include:

• Sharing pet health tips and seasonal safety reminders

• Promoting special offers or wellness plans

• Highlighting team members, behind-the-scenes practice moments, and patient success stories

• Posting clinic hours, service updates, and emergency information

• Engaging with followers through comments, polls, and Facebook Messenger

Practices should keep the tone friendly and professional, and encourage engagement by asking questions or inviting followers to comment or share.

Instagram

Instagram is the go-to platform for visual content, which makes it a powerful tool for veterinary practices wanting to showcase their personality, culture, and care in a visually compelling way. With a user base skewing younger—primarily millennials and Gen Z—Instagram is especially effective for connecting with tech-savvy, pet-loving audiences. Instagram users can post high-quality images, short videos, and reels. The platform also offers features such as polls, quizzes, and question boxes, which help boost engagement and create a fun, two-way connection with the audience. 

Instagram is an ideal space for:

• Sharing behind-the-scenes glimpses of the team and facility

• Celebrating patient success stories and adorable pet moments

• Promoting services or wellness tips with eye-catching graphics

• Highlighting seasonal health campaigns or awareness days

• Using reels to explain simple pet care tasks or bust common myths

Consistency is key. Practices should use a cohesive visual style (i.e., fonts, colors, photo filters) that aligns with their brand, and pair images with short, engaging captions. They should also use relevant hashtags to improve discoverability.

TikTok

TikTok is one of the most influential platforms for reaching younger, highly engaged audiences, especially Gen Z and millennials. The platform’s quick, catchy videos and viral trends allow veterinary practices to showcase their expertise, personality, and creativity in fun, bite-sized clips. TikTok may feel less formal than other platforms, but it’s a good way to humanize the team and break down complex topics into digestible, shareable content. 

TikTok is best for:

• Sharing quirky moments at the clinic

• Highlighting unique patient stories

• Explaining pet health tips or common conditions in under a minute

• Participating in trending fads or challenges with a veterinary twist

• Offering quick “how-to” videos (e.g., how to brush your dog’s teeth or trim your cat’s nails)

Practices don’t need to worry about professional video production when posting to TikTok. Instead, they should focus on authenticity and creativity and use trending audio, engaging text overlays, and humor or heartfelt storytelling to connect with viewers and grow their following organically.

LinkedIn

LinkedIn offers valuable opportunities for professional growth, recruitment, and brand credibility, especially if a practice’s goals include expanding influence within the veterinary industry or attracting top-tier talent. LinkedIn’s audience is typically professionals, so the tone of posts should be more polished and informative than on other platforms. However, practices should avoid stiff or boring content. 

LinkedIn is best for:

• Sharing practice achievements, team milestones, and staff spotlights

• Posting job opportunities and promoting workplace culture

• Publishing leadership content (e.g., opinion pieces, industry trends, practice management tips)

• Networking with other veterinary professionals, vendors, and local businesses

• Highlighting community involvement or CE participation

Practices should encourage team members, especially those in leadership roles, to engage in LinkedIn by sharing or commenting on practice posts, joining industry groups, or writing short articles. The more active a practice’s network, the wider its reach.

Choosing the right platform

A practice doesn’t need to be on all platforms for its marketing to be effective. Veterinary practices can focus their efforts on one or two platforms where their target audience is most active and where they can consistently post quality content. Considerations include:

• Know the goals — Is the practice looking to build community engagement, attract new clients, or recruit top talent? Different platforms serve different purposes. Instagram and Facebook are great for client connection, while LinkedIn is best for networking and recruitment.

• Understand the audience — Younger pet owners tend to gravitate toward TikTok and Instagram, while Facebook dominates among Gen X and baby boomers. LinkedIn is ideal for connecting with veterinary professionals.

• Match the content to the platform — Short, fun videos work best on TikTok, while eye-catching photos and reels are great for Instagram. Use Facebook for longer captions, events, and client education, and LinkedIn for leadership content and practice updates.

• Start where team members are comfortable — If the team is more familiar with Facebook than TikTok, that’s a good place to start. Veterinary practices should build a sustainable strategy before branching out.

A practice’s social media success doesn’t depend on posting across all platforms but on being intentional and consistent with posts and content. Veterinary practices should choose the platforms that best align with their goals and their clients’ habits, and commit to posting valuable and engaging content.