Case Study

The two (married) owners of the hospital, approached YMVC with separate, yet complimentary sets of concerns. The Veterinarian-Owner was primarily worried about clinical burnout and maintaining clinical integrity while working with a consultant.

Conversely, the non-DVM Practice Owner focused on increasing revenue and addressing their own administrative burnout related to staff management. Both were interested in selling within 1-2 years unless the business became more sustainable.

We conducted a local market analysis & team audit followed by an on-site visit and review. Then, new pricing strategies, administrative protocols, & tailored communication training for support staff were all implemented.

After working closely with the doctor to outline their personal wellness recommendations including specific lab panels, we directly negotiated a 40% discount with the lab service. We then worked with the support team to increase compliance with these recommendations.

The hospital was given restructured appointment workflow, new staffing recommendations, as well as implementation of a more efficient scheduling system for anesthetic procedures. Additionally, we recommended new products that aligned with the practice’s ideology for care.

The hospital was given a restructured appointment workflow, new staffing recommendations, and the implementation of a more efficient scheduling system for anesthetic procedures. Additionally, we recommended new products that aligned with the practice's care ideology.

By the second month of working together, the hospital experienced a Year-Over-Year (YOY) revenue growth of 7.3% and a 20.35% increase in Average Client Transaction.

In the third month, YOY revenue growth surged to 30.7%, with the YOY rose to 40.8%.

Additionally, the hospital generated over $6,000 in net revenue solely from new wellness lab work during the third month.

Recommended staffing changes have been made including changes to management and the addition of skilled support staff. The team is now being leveraged to a greater degree both clinically & administratively.

Plan
With new staff, training, & workflows in place, the DVM will continue to take a less immersed role in sample collection, client communication, & dental cleanings.

Thanks to increased net revenue, they also plan to regularly utilize relief doctors, which was previously cost-prohibitive. This is partially viable due to staff training on gaining authorizations for established standard of care. Additionally, they intend to use their improved margins to hire an associate & transition to part-time practice in order to meet their sustainability goals.

With new management, systems, & staff training in place, the non-DVM owner is planning to reduce their management to weekly check-ins. They also plan their travel with their spouse for at least one long weekend per month while being fully disconnected from the office.