In March, I had the opportunity to deliver an “aspiring practice owner” track at the Midwest Veterinary Conference. At the end of the day, I was struck by a few key takeaways: First, the room was surprisingly full all day (in spite of the speaker!) which suggests a rebirth of interest in private practice ownership. Secondly, when I asked potential owners what worried them most about ownership, the top reason wasn’t money, or debt, or liability or work-life integration, it was the feeling of uncertainly around the process of purchasing a hospital (which we’ve covered in another article) and how to prioritize what to focus on post-purchase. In other words, as a new practice owner and leader, what should we prioritize and where should we focus our time to have the biggest positive impact?
Buying or starting a Veterinary hospital is one of the most exciting—and intimidating—moments in a Veterinary professional’s career. Years of dreaming, planning, and financial risk finally culminate in the moment when the keys are handed over, and the practice is officially yours.
Many new owners feel an immediate urge to start fixing everything.
- The equipment is outdated
- The schedule is inefficient
- Pricing needs adjustment
- Culture feels “off”
While these instincts often come from a good place, the first 90 days of ownership are not the time for sweeping changes. In fact, one of the most common mistakes new owners make is trying to transform the practice too quickly – before they’ve earned the team’s trust and established the hospital’s “why” and “north star” (mission statement).
The first 90 days should be about learning, listening, and building trust.
Start by Observing
Every practice has its own culture, rhythms, and unwritten rules. Some of these are strengths. Others are weaknesses. Most are simply habits that have developed over time.
As a new owner, your first responsibility is to understand how the hospital actually operates.
Spend time observing:
- How appointments flow through the hospital
- How technicians and doctors communicate
- How client service representatives interact with clients
- How the team handles busy days and stressful moments
You may notice inefficiencies or problems immediately but resist the urge to correct everything at once. Many issues are more complex than they appear at first glance and observation provides context, with that context leading to better decisions.
Listen to the Team
Your team likely has years—sometimes decades—of experience working in the practice. They understand the hospital in ways that you do not yet.
One of the most valuable things you can do during the first 90 days is simply ask questions.
Consider asking team members:
- What do you think this hospital does really well?
- What are you most proud of as it relates to our level of patient care? Client Experience? Team culture?
- If you could change one thing here, what would it be?
- What frustrates you most during the workday?
These conversations accomplish two important things. First, they give you valuable insight into the practice. Second, they demonstrate that you value your team’s perspective.
That alone can go a long way toward building trust.
Build Relationships Before Systems
Veterinary hospitals are not just businesses—they are teams of people working together under stressful and emotional conditions.
No amount of operational improvement will succeed if the team does not trust the leader implementing the changes.
During the first 90 days, focus on building relationships with:
- Associate (s)
- Technician (s)
- Assistant (s)
- Client service representative (s)
- Manager (s)
Learn about their “why,” career goals, frustrations, and strengths. When team members feel seen and respected, they become far more receptive to future change.
Understand the Numbers
While relationships and culture matter greatly, ownership also requires a firm grasp of the financial side of the practice.
Early in ownership, take time to understand the hospital’s key financial metrics:
- Revenue trends
- Payroll cost percentage
- Cost of goods sold
- Net income
- EBITDA
- Average transaction charge
- Revenue per doctor
You do not need to fix everything immediately, but you do need visibility. Understanding the financial health of the hospital allows you to make informed decisions in the months ahead.
Many Veterinary teams have experienced multiple owners or managers over the years. Each new leader often arrives with a list of changes they believe will improve the practice.
When too many changes happen too quickly, teams experience what I call “new owner whiplash.”
Protocols shift. Pricing changes. Scheduling changes. Expectations change.
Even positive changes can create chaos when implemented too rapidly.
The most successful new owners are patient. They make thoughtful improvements over time rather than trying to overhaul the entire practice immediately.
Identify Early Wins
While restraint is important, the first 90 days should not be completely passive.
Look for opportunities to make small, meaningful improvements that benefit both the team and the practice.
Examples might include:
- Revisiting or building the hospital’s Mission Statement, Core Value and Code of Conduct
- Fixing a frustrating scheduling bottleneck
- Replacing outdated or broken equipment
- Clarifying confusing protocols
These early wins demonstrate that you are paying attention and committed to improving the hospital.
Think Long Term
Ownership is not a sprint—it is a marathon.
The first 90 days are only the beginning of a much longer journey. By taking time to understand the hospital, build relationships, and gain financial clarity, you create a foundation for thoughtful, sustainable improvements.