Uncategorized

There is a moment in practice ownership that feels confusing because, from the outside, the practice is doing well. The schedule is full, the team is busy, and revenue is growing. People trust you and the practice has a great reputation. The business thrives because you keep showing up, solving the next problem, and doing the work in front of you. Then one day, success feels like the problem. It’s too much.

When I bought my practice, I was a brand-new veterinarian with $100,000 in student debt, no savings, and no business training of any kind. What I did have was a clear vision for the kind of practice I wanted to create, a deep love for veterinary medicine, and enough ambition to outrun the fear.

I can still picture the moment, one of many:

A Wednesday afternoon team meeting with my staff sitting in a ring of chairs around the office. I’m sitting behind my desk, leading the meeting, and doing most of the talking.

One year ago, at age 55, I was diagnosed with ADHD. I’ve not shared too much about my diagnosis publicly, not knowing how it would fit into the story or be of value, but as I look at how far I’ve come from where I’ve been, I feel it’s important to say something. Someone else out there is struggling and this might help them.

When things go wrong on your team, the first question isn’t “what did they do?” — it’s “what did we communicate?” A job description is how you answer that question before things go wrong.

The problem isn’t that you have too many meetings. It’s that most of them aren’t doing what meetings are supposed to do.

I hear it constantly from practice owners: meetings are a waste of time. And honestly? For the meetings most of them are having, I agree.

Your team can’t perform to a standard that only exists in your head — and the cost of that gap is higher than most practice owners realize.

I know this cycle firsthand — and I see it with nearly every new practice owner I work with.

“Pain is inevitable, but suffering is optional.”

I heard this for the first time a few weeks ago, and I found it irritating—because choosing suffering is exactly what I do when I get stuck and stressed and don’t know what to do.

For a lot of people, 2025 felt like one long “are you kidding me?” I had more than a few of those moments myself. Curveballs. Shake-ups. One disruption after another. Just when things felt steady, the ground shifted again.

Practice owners don’t feel stuck and exhausted because they lack skill or commitment. They feel stuck and exhausted because they have no idea where they’re headed.

And nothing drains your energy faster than a life without direction.

In the next few weeks, many of us will sit around a table, eat too much food, watch too much football, and do our best to avoid talking about politics with friends and family. And let’s be honest — that’s harder this year, as it feels like the world is heavier than usual.

As a kid, my parents told me I could be anyone I wanted to be — and they meant it — but it always came with the fine print: work hard, be responsible, play it safe. It was about survival, not expansion.