How Veterinary Practice Owners Can Make Time for Strategy

Published on: Mar 24, 2026 by Nathan Dreikosen, CPA

Updated on: March 24, 2026

If you own a vet practice, you probably wear more hats than you ever expected.

On any given day, you might be the lead clinician, HR manager, financial decision maker, culture builder, problem solver, and sometimes even therapist for your team. Add in patient demand, staffing challenges, and rising costs, and it is no surprise that strategic planning often gets pushed to the bottom of the list.

Yet if growth, profitability, and long-term sustainability are goals for your practice, carving out time to work on the business instead of only in it has to become part of your routine.

So what does that actually looks like?

(Download Video Transcript)

The Cost of Staying Busy

When the schedule is full, the default solution is simple. Add more patients. Extend hours. Work through lunch. Stay late to finish notes. From the outside, it can look like success because production is up and the chairs are filled.

But over time, something else happens. You stop evaluating whether your systems are working. You stop questioning inefficiencies. You postpone conversations about culture, leadership, and long-term goals.

Weeks turn into years of reacting instead of leading.

Working in the practice means focusing on the next patient, the next emergency, the next staffing issue. Working on the practice means stepping back and asking bigger questions about direction, performance, and sustainability.

That shift requires intentional time.

Creating Space for Strategic Thinking

You don’t need a weeklong retreat to think strategically. What you do need is protected time. That might look like a standing monthly leadership meeting, a quarterly planning session, or even a dedicated hour each week before the day begins.

The format is less important than the consistency. When the time is scheduled and treated as non-negotiable, it becomes part of how you operate rather than something you “get to if there’s time.”

During that time, the focus should be on reflection and improvement. Ask yourself:

What is working well right now?
Where are we experiencing friction?
Are we hitting our financial and production goals?
What changes would make the biggest difference over the next 6 to 12 months?

Those conversations rarely happen in the middle of a packed clinical day, and that’s why it is so important to set aside dedicated time.

ARE TARIFFS INCREASING YOUR VET PRACTICE EXPENSES WITHOUT YOU KNOWING?

You Do Not Have to Carry it Alone

Many practice owners struggle with delegation. It can feel faster to just handle things yourself. But when everything flows through you, growth slows and stress increases.

Instead of keeping every initiative on your own to do list, consider where you can empower others. A strong office manager might take ownership of reviewing scheduling efficiency. A clinical lead could evaluate supply management or treatment protocols. A team member with an interest in marketing might help track new patient flow and online presence.

Delegating is not about stepping away from leadership. It is about expanding it. When team members are given responsibility and accountability, they often rise to the occasion. They feel more invested in outcomes, and your practice becomes less dependent on a single person.

Evaluate the Practice Through Three Lenses

When you step back to work on your practice, it helps to view it through three simple lenses: people, processes, and technology.

First, look at your people. Do you have the right individuals in the right roles? Are expectations clear? Is there a defined leadership structure, or does everything default to you? Misalignment here often shows up as frustration, turnover, or inconsistent performance.

Next, examine your processes. From the first phone call to final payment, what does the patient experience look like? Are case presentations consistent? Is treatment acceptance where it should be? Are billing and collections smooth or a constant source of tension? Small breakdowns in workflow can quietly drain both revenue and morale.

Finally, consider your technology. Is your practice management software being fully utilized? Are your imaging systems and diagnostic tools supporting comprehensive care? Could automation improve reminders, follow-up, or reporting? Strategic upgrades can free up time and allow your team to operate more efficiently.

Looking at these three areas on a regular basis keeps you proactive instead of reactive.

FINANCIAL MANAGEMENT STRATEGIES AND TACTICS FOR VETERINARY PRACTICES

Consider Outside Support

Not every solution has to be handled internally. In fact, trying to do everything yourself can limit how far your practice can grow.

Many vet practices benefit from outsourcing areas such as payroll, bookkeeping, HR support, or marketing. Working with a veterinary-specific advisor can also provide perspective that is difficult to gain when you are in the day-to-day operations.

A helpful exercise is to ask, “What can only I do as the owner?” Your time is best spent on leadership, vision, clinical excellence, and key relationships. Tasks that fall outside those areas may be better handled by someone else.

Freeing up even a few hours a month can create breathing room for higher level thinking.

5 REASONS TO CONSIDER OUTSOURCED ACCOUNTING

Preventing Burnout and Building Sustainability

Burnout is very real. Clinical demands, financial responsibility, and team management create constant pressure. When you never step back to adjust systems or share responsibility, that pressure builds.

Taking time to evaluate your practice before you feel overwhelmed can change the trajectory of your career. Regularly meeting with your leadership team to discuss improvements in workflow, communication, and culture helps reduce daily friction. It also sends a message that growth and well-being matter.

Over time, small, consistent strategic conversations lead to meaningful change. Processes become smoother. Roles become clearer. Technology works for you instead of against you. And you regain a sense of direction.

FROM PRACTICE TO PROSPERITY: A GUIDE TO GROWING AND SELLING YOUR VETERINARY PRACTICE

You built your practice with a vision in mind. By setting aside time to work on it, you move from simply managing the present to shaping the future.

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Biz Tip Topic Expert: Nathan Dreikosen, CPA

Nate is a Principal at SVA Certified Public Accountants focusing on the healthcare, dental, and veterinary industries. He works with practices in the southern Wisconsin and Fox Valley areas to manage cash flow, assess financial performance and growth, and evaluate expenditures. He also has experience in designing compensation models, tax planning, and providing guidance on tax implications for clients. He works with corporations, partnerships, and individuals of all sizes and ownership structures.

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