(623) 329-4816

I would like to learn more about business ownership and I know that SHIP, with its business-centered curriculum, is a unique, life-changing program that allows for veterinary students to be exposed to business ownership through real-life experiences. I have had clinic ownership as a goal since I was an undergraduate, so SHIP’s curriculum is exactly what I am looking for. I have been a member of Midwestern University’s Veterinary Business Management Association (VBMA), and am currently serving as MWU’s VBMA chapter’s vice president. Through VBMA, I have been able to participate in many networking and educational events, and I would really like to immerse myself, apply what I have been learning, and learn more. My goal for participating in SHIP is that I will be able to gain more business acumen, confidence, and experience and learn how to apply what I have been learning, enabling me to leave feeling confident that I can put my business knowledge into practice.

I have a growth mindset and tend to say “yes” to life more often than not, meaning I am always eager to take on new opportunities to learn, grow, and experience more. This, paired with my attention to detail, communication skills, and time management skills, has already enabled me to to help hundreds of people through veterinary medicine, leadership, and outreach, and I am eager to do more.

There are a couple of options I would do, depending on different factors. 1A) If any repairs or updates to the building or equipment were needed to at least maintain the efficiency of the practice, I would use the money for repairs and/or updates. 1B) If there was a need for repairs and updates, and they cost less than $40,000, meaning there was money left over, I would use a percentage of the extra money to give a bonus to the hospital staff, and save any money left over. 2) If there was no need for repairs or updates, I would use a percentage of the funds as a bonus for the hospital staff and save the other percentage, either putting it in a high yield saving account or investing it in a low-risk mutual fund. That way the money hopefully grows and will be available if it is needed for repairs, updates, etc. in the future.
Based on what I currently know about business (so, my opinion on this may change after participating in SHIP), having any building or equipment repairs is my number one priority. I believe having a safe, functioning hospital is important for staff wellbeing, patient outcomes, and efficiency. Increasing efficiency allows for more pets to receive services, which allows for the practice to grow. Once it is established that the hospital is as safe and as efficient as possible, my next priority is the culture. I believe culture is incredibly important. The wellbeing of veterinary professionals is of the utmost importance, in my opinion, and I have been glad to see the changes the industry is starting to make in that regard; personally, I hope these changes continue and grow. As a practice owner, I want my staff to feel happy and fulfilled. I want them to be paid what they are worth and I believe as a practice grows, the support staff should get bonuses too. If it were not for support staff members’ knowledge, efficiency, etc. the practice would not be growing at the same rate. Teamwork is incredibly important and as a practice owner (or any type practice leader), creating and maintaining a positive work culture is important for the health and growth of the practice; we are only as strong as our team. After taking care of any repairs, updates, and giving a bonus to the staff, I would save and/or invest any leftover money because I think having a nest egg is important for any unforeseen events (such as a less productive year), future repairs, upgrades, remodels, etc. as the practice grows.

One way to increase efficiency of the practice is changing the flow of things so that more appointments are seen in a day. It is also important to evaluate how things are communicated in the practice and if there is a need or way to improve communication to increase efficiency.
Turning things around would require changing things to increase efficiency and change can be resisted by staff, so I think keeping morale high is incredibly important and there are some ways to do this without spending much money. At the beginning of every day, have a team meeting (no longer than 20 minutes) that applies principles of goal setting, mindfulness, and team building. At the first meeting of every month set a goal for practice for that month and together decide on a meaningful reward for the staff if that goal is met for that month. (The reward must be reasonable and if it costs money it must fit within the budget.) At these morning meetings, set a goal for the day either for the practice as a whole, smaller teams, or individuals and then spend the rest of the meeting teaching, practicing, and applying a mindfulness or team building skill. Ask the staff to try to utilize that skill for the day. Try to go over a different skill every day for the week, but also repeat skills enough that the skill is learned and becomes a natural habit for the staff via spaced repetition. At the end of the day, have a follow-up meeting to see how everyone is feeling, ask for updates on goals, ask the team how they can feel supported by you and by one another.
It is also important to tell the staff members throughout the day that you appreciate their hard work and efforts. A system could also be created so that staff members acknowledge one another for a job well done. For example, in a communal space a bulletin board could be used to hang notes. Every day, week, etc. staff can be encouraged to fill out a note with a specific example of a time they saw a team member being extra helpful and increasing efficiency or boosting morale for the team. Periodically, go through and read the notes to the team so that individuals who were doing an exceptional job can be acknowledged and recognized by the whole team. If the budget allows, the team member with the most notes written about them could receive a reasonable and meaningful reward.

3

10

I want to change veterinary medicine for the better and I believe I can do that via practice ownership. I also want to have control over my schedule, life, the quality of medicine I practice, etc.

Ideally, my husband and two small dogs would come with me, but this is not required.

• Small animal exclusive
• General practice
• Other

I am also interested in more specialized areas of practice, such as ophthalmology, diagnostic imaging, and canine rehabilitation.

I am also interested in more specialized areas of practice, such as ophthalmology, diagnostic imaging, and canine rehabilitation.