Sept. 1, 2024

#128: So You Want To Start Your Own Practice? With Dr Amber Christie, Brooke Goodwin and Caroline Willemse.

#128: So You Want To Start Your Own Practice? With Dr Amber Christie, Brooke Goodwin and Caroline Willemse.

Explore the untold stories and transformative lessons of veterinary practice ownership in this episode. Hear firsthand accounts from both new and experienced clinic owners as they share:

*Why They Took the Leap: Personal motivations behind transitioning from employee to owner.
*Emotional Challenges: How they navigated fear, self-doubt, and the emotional rollercoaster of leadership.
*Practical Strategies: Proven methods for maintaining personal and professional boundaries, fostering client relationships, and building team dynamics.
*Financial Realities: Debunking funding myths and unlocking insights into working with specialized veterinary lenders.
*Innovative Leadership Models: Discover the emerging trend of co-ownership with veterinary nurses—an inclusive approach that redefines practice culture.

This episode isn’t just about owning a clinic; it’s about rediscovering joy, confidence, and adaptability in veterinary work. Tune in to learn how to sustain passion for your career and embrace the evolving landscape of veterinary leadership.

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Season 1

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If you’ve ever wondered about starting your own veterinary practice, then this episode is for you. We speak to Dr Amber Christie and Brooke Goodwin, a vet and vet nurse team who are the owners of a brand new clinic, about the highs, the challenges the lessons learnt from building their new practice. 

Dr Amber is on new practice number four, and she tells us what they're doing differently this time around - from the practicalities of setting up the practice, like practice design, business structure, and finance, to how they’re thinking about things like boundaries, values, and growth. Brooke shares her perspective from a first time business owner’s point of view, and tells us how they are making the vet nurse/business owner structure work for them and for their clients. Finance specialist Caroline Willemse from Credabl took care of the money side of practice ownership for Amber and Brooke, and she joins us to answer common questions and bust some myths about business finance. 

 

Topics and Time Stamps

05:21 Balancing Personal and Professional Life as a Practice Owner

10:49 The Importance of Flexibility 

16:15 Designing the Perfect Vet Clinic

19:51 Financial Planning and Support for New Practices

30:22 Misconceptions and Realities Starting a Vet Practice: 

31:17 Choosing Your Path: Independent vs. Group Practice

31:38 The Joy of Building from Scratch

32:58 Financial Considerations for New Practices

34:48 Renting vs. Buying: Pros and Cons

36:18 Fixed vs. Variable Borrowing

38:51 The Unique Partnership: Vet and Nurse Co-Ownership

46:00 Picking Your Values and Goals

54:33 The One Question

 

We love to hear from you. If you have a question for us or you’d like to give us some feedback please get in touch via our contact from at thevetvault.com, or catch up with us on Instagram.

And if you like what you hear, please share the love by clicking on the share button wherever you’re listening and sending a link to someone who you think should hear this. 

“5 Things to Consider Before Starting Your Own Veterinary Practice”

Starting your own veterinary practice is a significant step in your professional journey. Here are five crucial factors to consider before taking the leap:
  1. Define Your Vision and Core Values
  • Before you dive into the logistics, clarify what you want your clinic to represent.
  • Consider the type of environment you want to create for clients, staff, and yourself.
  • Example: Amber and Brooke emphasized the importance of aligning the clinic’s reputation and operations with their personal values and vision.
  • Tip: Write a mission statement that reflects your goals and values. This can guide decision-making throughout the process.
  1. Choose the Right Location
  • Location is a critical determinant of your clinic’s success.
  • Evaluate the demographic needs, competition, and accessibility of potential areas.
  • Example: Amber highlighted the importance of selecting a location that supports another clinic, even in areas with existing competitors.
  • Tip: Conduct a feasibility study to assess the market demand and client base in your desired area.
  1. Build a Complementary Team
  • Whether you’re going solo or sharing ownership, the people you work with can make or break your clinic.
  • Choose co-owners or team members who complement your skills and share your vision.
  • Example: Amber and Brooke’s partnership thrived due to their complementary roles—Amber’s experience as a veterinarian and Brooke’s expertise in nursing and practice management.
  • Tip: Clearly define roles and responsibilities from the start to ensure smooth collaboration.
  1. Secure Flexible and Accessible Financing
  • Financial planning is key to launching a sustainable practice.
  • Explore lending options tailored to veterinarians, such as 100% funding for fit-outs and flexible repayment schedules.
  • Example: Caroline’s advice on using cash flow forecasting to understand the financial viability of the practice was invaluable.
  • Tip: Work with a financial advisor or broker who understands the veterinary industry to create a realistic budget and cash flow plan.
  1. Prioritize Flexibility and Work-Life Balance
  • Owning a clinic is demanding, but maintaining flexibility is crucial for long-term sustainability.
  • Plan for systems and protocols that allow you and your team to adapt to life’s unpredictabilities.
  • Example: Amber’s shift in mindset toward being flexible with staff needs created a supportive and positive clinic culture.
  • Tip: Build a work environment that values flexibility and empowers your team to thrive personally and professionally.

“How to Build Client Relationships That Last a Lifetime”

Building lasting relationships with clients is essential for the long-term success of any veterinary practice. Strong connections foster trust, loyalty, and mutual respect, ultimately benefiting both pets and practitioners. Based on insights from the transcript, here’s how to cultivate client relationships that stand the test of time:

  1. Prioritize Client Interaction
  • Spending quality time with clients is a cornerstone of trust and connection.
  • Example: Amber emphasized the importance of taking her time in consults, sometimes spending 40 minutes with new clients to establish rapport and thoroughly address concerns.
  • Action Tip: Tailor consult durations to client needs. Allow more time for first-time visits or complex cases to make clients feel valued and understood.
  1. Listen Actively and Show Empathy
  • Clients want to feel heard and understood, especially in emotionally charged situations.
  • Example: Amber shared that her client interactions are a two-way street, where she gains as much from her clients as they do from her expertise.
  • Action Tip: Practice active listening by paraphrasing client concerns and asking follow-up questions to show you’re genuinely engaged.
  1. Be Transparent and Honest
  • Transparency fosters trust. Clients appreciate honesty, even if it means admitting uncertainty or discussing difficult financial decisions.
  • Example: The conversation highlighted the importance of being upfront with clients, even when delivering challenging news.
  • Action Tip: Communicate diagnoses, treatment options, and costs clearly. If unsure about a situation, let clients know you’ll consult with colleagues or research further.
  1. Educate and Empower Your Clients
  • Clients value veterinarians who help them feel informed and confident in caring for their pets.
  • Example: Continuing education for staff and clear client communication were key elements of creating a supportive, knowledgeable environment.
  • Action Tip: Use visual aids, take-home materials, or follow-up calls to reinforce educational messages. Help clients understand their role in their pet’s health.
  1. Create a Warm, Personalized Experience
  • Make each client feel like more than just another appointment by remembering personal details and treating them with warmth and respect.
  • Example: Brooke highlighted how knowing clients by name and maintaining personal connections brings job satisfaction and enhances the clinic’s culture.
  • Action Tip: Implement a system to record and recall key details about pets and owners, such as birthdays, medical history, or special preferences.
  1. Foster a Team Approach
  • When all staff members—receptionists, nurses, and vets—connect with clients, it creates a seamless and welcoming experience.
  • Example: The team-consulting approach mentioned ensures that clients feel cared for by everyone at the clinic.
  • Action Tip: Train your entire team to communicate effectively with clients and contribute to building strong relationships.
  1. Build Trust Through Consistency
  • Clients are more likely to stay loyal when they know what to expect from your practice.
  • Example: Amber and Brooke’s emphasis on delivering high-quality care consistently helped reinforce client trust.
  • Action Tip: Establish and adhere to clinic protocols that ensure a uniform client experience, from scheduling to follow-up care.

Final Thoughts

Lasting client relationships don’t just happen—they are the result of deliberate actions and a client-first mindset. As Amber and Brooke’s experience demonstrates, investing in personalized care, empathy, and education builds loyalty and trust over time. By prioritizing these strategies, you can turn clients into lifelong advocates for your practice while enjoying the personal fulfillment that comes from strong connections.
You'd have often heard me say that I didn't love waiting for the 1st 10 ideas of my career until I found my mojo.Well, a lot of that mojo for me was found when I started an after hours business that was partially mine.In other words, when I took on practice ownership.
I can't put my finger on what exactly about that scenario ticked my boxes, but I think it is probably the increased sense of autonomy.The act of getting out of the kiddie chair in the back and into the driver's seat.And once the business was up and running, I had this recurring thought, why did I wait so long to do this?
Now practice ownership is not for everyone.It wasn't even for me after a while.But if a little part of you is wondering, should I start a practice, then this one is for you.And if you already own a practice and you need some fresh ideas on how to make your business fit better with who you are, keep listening.
You'll also get a lot from this conversation.I'm Hubert Emmstra and you are listening to The Vet Developer, where we snap on our gloves and Lube up to thoroughly examine the often overlooked areas of our beloved profession.And in this episode we are asking what the process of starting a practice could look like.
I chat to Doctor Amber Christie and Brooke Goodwin, a vet and vetner's team who are the owners of a brand new vet clinic, about the challenges which are not what you think, the highs, the lows, and the lessons learned.From there, let's start a practice adventure.Doctor Amber is on practice #4 after building The Neighborhood Vet, a successful multi site vet business in the UK, she sold them, returned home to Australia and started again with The Neighborhood Vet.
Just in a different continent and a very different set of rules.Amber draws on the benefit of hindsight to tell us what she's doing differently this time around.From the practicalities of actually setting up the practice to how they are thinking about things like boundaries, values and growth.While Brooke shares her perspectives from a first time business owners point of view and what motivated them to set it up with full ownership for Brooke rather than just taking on a salaried role as a manager or a head nurse.
And how they are making that work for them and for their clients.And then our 3rd guest, what's the biggest thing that stands in the way of practice ownership.For many of us, it's the money, right?It's scary and it feels like you need a financial backer with very deep pockets or a million or two saved in equity before you can even consider studying your own practice.
Caroline Willimson from Credible made the money happen for Amber and Brooke and she joins us to challenge some of those assumptions that you might have about business finance.So that's our cast for this one, the serial practice builder, the vet nurse turned practice owner and the loosener of the burst strings.
Hope you enjoy it.Before we start though, just a quick bit of admin.If you listen to this one and add about the 40 minute mark in the conversation, you think to yourself, hey, this sounds like a product testimonial for Credible.Well, you're kind of right.I'm thrilled to have Credible on board as a financial supporter of the podcast and I wanted to utilize their expertise to make content that is useful for our listeners while also getting the message out about what they do.
This Should I Start a Practice topic has been on my To Do List for a long time and I thought it would be a great 1 to get our sponsor involved in.So yes, Credible is sponsoring this episode because they want to give you money.Well, let me rephrase that.Not give exactly, but they want to find solutions for the situations where finance is the stumbling block that's stopping you from doing the things that you want to be doing.
And they are giving me some money to help them get the word out.But Amber's testimonial is unscripted and she's not getting paid for it.Sorry, Amber.In fact, I can add my own unpaid unscripted testimonial because the personal finance team at Credible have recently sorted me out with a brand new mortgage for my home with an interest rate that is saving me substantial dollars.
That's because they are a niche finance business that specializes in business and personal finance specifically for medical professionals.Including, you'll be happy to hear, as vets, they must think that vets are financially savvy.Fools.It's too late now.Kimberly Kim, who helped.
Me with My Mortgage made the entire process of doing a bunch of intimidating paperwork and pulling your pants down in public, financially speaking, as smooth as you could possibly wish for.If you need to chat to somebody about loans, business or personal, get in touch with Caroline.She said that she's happy to give our listeners a free financial health check.
Or if you are already in the planning stages of starting a practice and you need that cash flow projection that Amber talks about in this episode, they have some templates that you can have.I have a link in the show description for you of how you can get a hold of Caroline.Oh and one more thing, Credible does actually want to give 5 practices money, like just give with their Helping Hand grant.
Any practice owner, not just Credible customers can apply for this grant before 15th of October 2024 with a link that we have for you also in the show description.OK, ads done, introduction done.Let's get into it with our guests on what creating your very own practice could look like for you.
Brooke, Amber, Caroline, welcome to the vet Felt.Thank you so much for making the time proud.New owners of a new practice, new baby.Congratulations.Thank you.Big, big, big bold move.So.Classic podcasting question is what gets you up in the morning?
What motivates you?I want to flip that and say what keeps you up at night?Since starting this I don't like the word journey but this journey.Like coming from being a employee to now being a business owner, I think the reputation of the clinic because I feel Amber and I have put ourselves so much into the business and making sure we want to do it the way we want to do it right.
And I feel, I worry about how we're being perceived, I suppose, because it's so important to us to make sure that we take care of our patients and our clients and we want to make sure that we're doing it the right way.Yeah, I think that's true, though, because as someone who's done it before, I certainly see Brooke worry about how it would be perceived a lot more of the little things than I might these days worry about it.
And that I might say, just let it go.You did your best and they'll come back or they'll let us know and probably would worry about that more than me.I could totally see that being an an issue when you put that much heart and thought and love into creating a clinic is that it becomes a reflection of you as a person or it could feel like that.
So how do you get over that?Is it just time and tribulation?I think time.I think time because I certainly would see myself in Brook, you know, 15 years ago where it was all more personal, whether it's what the client thought or whether it's what my staff thought, it was all more personal.
These days, although I'm still giving as much, I don't worry about that quite so much have.You got a more solid boundary between personal and.I'm very good at compartmentalizing, I think, and that's probably yours.I think of it actually.Yeah.OK.So there's no specific advice you can give to Brooke or anybody else on on how to create that dissociation.
I think it's probably having enough other things outside work, being busy outside work.We both have families.I don't have large amounts of spare time to worry about too much at night because you're busy in the next thing, whether it be exercise, podcasts, family.So basically, get a life, Brook.
Very busy.Thank you.Very much so.Abby, you, you mentioned you've done this before.We chatted before.You've created, you've built from scratch 3 clinics.Before 3, so this is number 4 now and it's believe it or not as exciting as the others, if not more exciting because I thought after those 3 when I sold that I was done.
And here we are.There's been about a three-year gap and here we are again, week nine of a new clinic.Yeah, that's one of my questions.Why do it again?I sort of picture that.Then when you get to the end of that, then you have your buy out and you go, all right, I've done my bit.I want to take a break.I want to because you did a bit of low coming and stuff when you first came back.
I was going to go and do something else.I don't know what it was.I'm really passionate about conservation and sustainability, so I was going to create for myself.Listen.Pie in the sky stuff because I had no training with those things.And I think I went into a management role when I first got back.
And the reason to come back into it was because all I could keep thinking is how I would do it differently.How I not necessarily better or worse, just how would I do it differently?How would I have done that differently?How would I have approached that differently?And it just became this.Instead of thinking about it, let's just get on and do it.
You've done it before.Be brave.Let's do it.So you have a a skill set and a a potential gift to give to the profession and to the clients and you felt that you had to you had to just do it.Being in that management role made me realise, I think for a lot of years I'd thought I had given a lot to clients, that I had put in a lot, and you put in a lot in a consult room.
If you're someone that enjoys consulting, you give a lot of yourself.What I hadn't realised, and I realised once I was out of it, was I get a lot from my clients.I get massive amounts from my clients and the days are great and it's really fun.If it's a two way St. and I think I just, I think over time I'd started to forget how much I'd gotten from them and it took me to step out to realise.
And so you missed that the client because it's, I've said it several times on the podcast before, but it's such a recurring theme when I speak to vets who I was going to say older vets, but let's not use that.Vets have been in the game for a little while and the guys who are 1020 years out who are still enjoying it.
And often the secret ingredient is I really like the client interactions, which is so ironic because especially for younger vets, it's often well, the thing I hate most about wedding is the client interactions.But it's the thing that as you get older and become an older vet, and I'm just shy of 30 years out, so it's actually a thing that gets really easy.
It's the thing that you stop having to think about.It's the thing that becomes so natural, Like why not do that for work a ton?Ask Proxy is often going about.In 40 minutes, you're out.And and is that a learnt thing as well The, the, the process?Because I found the same that there's a point where it tips where you go, Oh, this thing that I really resisted and hated for so long.
Now I actually get joy and energy from for you, is it just time?Is it just time of the game?No, it was.Time's a big one.I think it naturally becomes easier as you're more experienced.I went and did a membership in medicine and feline medicine, and so knowing my stuff more also made it better for the client interaction.
It obviously makes it better for business or it makes it better for the animals, but you don't realise while you're doing it that extra education makes the client interaction so much easier because you just know what you're talking about.Yeah, which helps a lot, isn't it?You don't feel it's that impossible feeling like I'm not really confident what I'm saying and now I've got to get your bind.
Yeah, maybe it takes that away because it's not something I worry about too much.I'm sure there's been times, but not so much anymore.So business ownership lessons learned from the past round.Like what's different this time around that you may be from looking back to the previous businesses where you went?
I've thought about this every now and then, as in what makes you go back into it.I think probably one of the biggest lessons for me specifically is flexibility.Flexibility to my staff as in their needs and what they need and not to be quite so reactive around that because?
It's not stuff that you can control.I found that HR role of running a business not my favorite and it did take me years to learn to be more flexible.So explain more.So what did what did it look like in the past?
What do you mean in terms of these are your?Upset shifts and.Yeah, all of that flexibility on, you know, gosh, I've had people ask for holidays when they're out drunk at night, not just ask for them, but they book them.You know, there's a clinic protocol that says please make sure you book holidays, you know, two weeks in advance or you know, etcetera in that your shifts need to be covered.
But just life isn't that straightforward.People get drunk last minute, things come along, families get sick.Things change not just in your life, but in other people's lives.Everyone has their own life outside of work.And I think it became very apparent quite quickly that you're everyone in the building needs the same manner of flexibility from their boss as what you would hope to get.
Should you still be an employee?How?Do you make that?Practical because it's a massive thing and I I've actually looked back at when I was full time waiting, you know analyzed what were the things I didn't enjoy and to some extent that was it the fact that for the next year my life is mapped out with minimal flexibility.
If I want to go to the bank on a Tuesday or the dentist or something, you kind of stuff because well, on the rest I'm working and actually autonomy in my own time is a is a big thing.How how do you make?But the reality is the business has needs.It does have needs, but so many of them are not critical.
Like, let's say you're in the book comes to me and says, hey, Amber, I need to go to the bank at 2:00 because I've got a bank loan application.And she had a nurse consult coming in.That nurse consult can be changed like that nurse, you know, when you've got a good relationship with your clients.
Hi, Missus Smith, Something's come up in my life.My child's sick, whatever it is, you know, would you mind if dot, dot, dot?That's so doable.I do have the option of saying no, Brooke, you can't go to your bank loan appointment.But it's important in her life.So I feel like that needs to be made important in my life.
Because if the revolves were reversed.I would hope that someone could say that's important to me and we can make it work.We can.Now there's times when you can't, but generally I think the answer would be yes.How do we do it?Not?No, that's not the protocol.
It's a massive paradigm shift, though, because we're such upholders of and promise keepers and it's, I think it's something that potentially makes the makes us such a trusted profession because we say we're going to do something.So we do it and to go, well, we can still say what we're going to do, but maybe it's a bit of negotiation and conversation because it is that thing.
You know, I've got my shift, I've got that appointment booked in tomorrow.I'm going to go in as sick as I am or, you know, I'll die on this hill, but I'm going to do what I said I'm going to do, yeah.But it is a paradigm shift and actually I would have learnt over time that sick person, they shouldn't be coming to work.
Let's not let the sick person in the building.Whereas 15 years ago I probably would have asked them to come to work unless they were dying, these days it would be please stay at home and we will accommodate because it's all OK, we can do it, we can do it then that obviously it doesn't mean we're not putting the clients first, but it is a what can we do?
How can we make this work?And I think certainly your employees when it can't happen.It's obvious that you're.Well, can you see any way this can work?And they're like, Oh no, I'm going to have to do it.But they can also see through when you try to put your foot down and go no.
It's obvious that you're just being a bit healthy.So flexibility was a big thing.So that's your your big change compared to.As a person, yeah, because I wasn't that person when I first opened practices.But it translates you as a person in charge of the business to the business culture, then to the.
As a boss, it's.Become a huge.Change for me and I had a very good mentor, which was my previous business partner.That was her.I learned a lot from her that just don't sweat the small stuff.Don't sweat the small stuff.There's a, a line from a movie, I don't even know the movie I watched as a kid, but the, the main, the wise person in the movie says, but there's two lessons in life, 2 rules in life.
Number one is don't sweat the small stuff #2 is everything is small stuff.All right, so back to starting a practice, Brooke.What's been the, the hardest decision because who this episode is for, I think is going to be for people who have decided to start a practice or on that point of going, I want to do my own thing.
I want to be in charge.I want to be more flexible or whatever your reason is for starting a practice.But there's so many worries and concerns and things to think about and plan and do.And it can, I think it can be overwhelmingly daunting to the point where you go, I'm just not going to do it, Which is why we're going to talk about finance because I think for a lot of us, that's the the biggest stumbling block.
But for you, Brooke, or for both of you, what's been the the toughest decision so far Our.Logo We had gone back and forth on so many different designs and nothing really felt like us.It didn't really feel like it fit with the clinic idea.
It didn't.Really feel it fit with.US.You know, a team and we wanted it to stand out and we wanted it to be bright, but not too bright, and cute but not too.Cute and and different too and which is so hard because it's such a.When you think red logo it's like 5 things come to mind as that's one of the.
Things I'm mad and that I won't have.Like I was quite opinionated.I was like, no cute puppies and kittens crosses, no stethoscope, no stethoscope.The only one that we decided we could play with was an unusual puppy.Yeah, we've sort of had, but we don't have as much of the logo.
It's mostly about the words.But yeah, we got there in the end, but it was like pulling to you.I can totally get that.I think for me that'll be a huge because exactly like you said it, it has to represent you as a business, you as an individual.It's got to be cool.It's got to be eye-catching.Everyone seemed to have their own opinion as well, and as much as you want Iran's opinion, you just sort of.
Want.To put your fingers in your ears and say, OK, this is a decision I'm making with that opinion because it is hard.Because you get, you know, one person saying they love it and another person, they're like, oh, maybe we could try this.And it's just like, I felt like I loved it.And then someone had said something to me and I thought, oh, I just wasn't sure.
Stay the course book.You loved it last week.The logo's great.We're doing it.We loved it last week.It's beautiful and very, very distinctive as well, which is exactly what she want.That's what we did.Want.Yeah, that's a big decision.Like, I don't know, ultrasound machine or dental or hundreds of thousands of dollars in equipment, but the hard one's the logo because.
The less was just, it really was.I mean, I think we have come out of this going well.That was really straightforward and because we enjoy doing it, it didn't feel like what?What the actual planning of the executing on the that was straightforward.Yeah, yeah, yeah, it was good.
So that's.Enjoyable.Because again, I think for lots of people who think maybe I want to start a business, it does not feel straightforward.I suppose because Amber's done it before, we didn't really have a set, you know, schedule or diary or anything like that, did we?We sort of just met lots and created lists and talked a lot and we took on roles that we both enjoyed.
And because we have different strengths, yeah, different strengths.And my role is different to Amber's in the clinic.And I think because I've can see things from a different point of view within like the nursing side of things.And Amber is, you know, obviously knows a lot more about particular equipment and all that sort of stuff.
I think we've complemented each other in making those decisions because we can, you know, say to one another, oh, I feel like maybe this would be better or as a nurse, I might stand here in theatre or whatever, Or can we please change this thing so it makes my life a little bit easier.
And I think because we have those different roles in the clinic, I think we'd complement each other in the design phase, yeah.I mean, I think there's lots of options of if you're starting out from scratch, do you use one of the veterinary design companies?Do you use your own personal builder?I don't think there's any right or wrong.
We used our own builder, but I have built clinics before.So I was coming at it from a slightly different perspective.I'm sure the design companies do it in a very much more scripted, straightforward way.But you.Pay for that straightforward way and we would have we brought the clinic in highly under budget than what we thought we were going to.
Oh.Wow, don't you never hear that sentence?There's certain dollars there that wouldn't have been spent because we were keeping it in house.Just a quick break to tell you again about our specialist support space, and then we'll get straight back to our guests.You know how on those social media groups people are forever asking case questions?
What do you think of these rads?What am I missing?What works?I don't get these blood results.And then a lot of very helpful colleagues pipe up with a lot of answers, and you have to sort of pick an answer out of the many opinions of people who are, on average, just about as qualified as you are.
But sometimes what you really want is a specialist to weigh in on the issue.Well, now you can.We've gathered a bunch of our favorite specialists onto our very own social network where you pay about 15 bucks a month or less of your boss is paying for a bunch of you to be able to ask them all of your tricky case questions.
We have 3 medicine specialists, a diabetes expert, a dermatologist, a surgeon, and an oncologist and in the past few months they have already helped our grateful members with hundreds of cases.If you want to be one of those grateful members, you can get the details on our website at the Vet fil.com.
Just look for specialist support or click the link in the show description.OK, back to our guests.So which brings us to the fairy godmother who made it all possible with the magical sprinkling of dollars.I think for a lot of people, that would be the big stumbling block to go for all these great ideas.
I even know what the logo's going to look like.But I don't have the money to do this shit.And I've never gone through this journey.I've I had a different approach to starting a vet clinic, so I don't have experience in this.Let's start with this, Caroline.So you guys do finance for businesses, biggest myths and misconceptions around getting finance for a vet business that you guys come across and then because you do dentistry and all sorts of other stuff as well.
We do.We're a specialist medical and vet finance provider.So I think with that question is that you can't borrow to set up a practice or you need to put your home up as security or you need to have them self funded or have the money to do it.
And so a lot of vets actually don't realize that their trusted profession allows them access to 100% funding to set up a practice.Really.So I thought exactly that.I thought, well, if you do it well, then you put your house as collateral security that you don't you can separate and say, hey, Caroline, can you give me $1,000,000 or $2 billion to start a business?
I have this plan.If you have a good plan and if you so we back the individuals behind the the practice.So we're looking to support the vet open up and support the community.We can fund all of the fit out costs if you were looking to set up.
Other misconceptions are that like you're gonna have to make repayments during the build phase.Yeah, so there's products that allow you to set up and not have to make any repayments during construction A credible.We're also really flexible.When you finish the construction, we can step up your repayments to match your cash flow because that would be a big concern when you're setting up.
That was my big question.Like OK, now I've got this beautiful thing and now suddenly I need to.We have.Not made any payments yet, but it really was that that ultimately what we had to be happy that we had was that book and I had enough money to be able to support the business in the first couple of months outside that credible have allowed us pretty much to build and equip the clinic to the level that we wanted.
Support the clinic, but what about supporting yourself as well?If you go well the first six months or a year, well, if there's not a heap of profit, how do you, how do you survive on income?Do you pay yourself as that part of that initial loan to say, well for the first year we'll pay direct to salary or something like?
That I mean, and I are both employees of the business.We pay ourselves every fortnight.It's coming out of money bought in by work at the moment, like it's not money borrowed from credible, but that's money that we were was first part of the our cash flow I think forecasting because we didn't have to spend any of our money on the fit out.
Therefore we had the money for that.So book and I have put in a set amount of money each into the bank account and that's what we bring in obviously from day-to-day work and that money is what is paying us at the moment.Saying that, to my knowledge, credible have the ability to finance some of those first payments as well.
So we have working capital facilities you would need like you have to pay salaries and the rent.There's ways to negotiate your lease.So that could be helpful.So yeah, there's ways to to fund the initial setup.
But yeah, doing a cash flow forecast would be the number one thing advice I'd give anyone trying to set up like just to understand the viability.I did so.But who does that for you?Because as soon as you say that you should do a cash flow for I'm like, I don't know, whatever cash flow.
I did, for example, as I did with an accountant when we just sat down, he said, what do I think?You know, again, there's been some prior experience, but this is what I think.And then they make it real.Then they put it out over the next 12 to 18 months.You know, so you.Give them as much information as you can.
It's a really simple process.And a few days later there's your cash flow forecast.It's templated, so it's just not.It's not and that.Honestly, I felt intimidated by it.I'd never even thought about.A cash flow.Before and it was like, oh, we just got to do this cash flow forecast.
I was like, Oh yeah.Cool.Just.Be my love my It was a little bit overwhelming and I've never earned a vet clinic before and I don't I had no idea what we were doing.So.But in hindsight, though, was it daunting?No.Absolutely not, no.It was pretty self-explanatory having things explained to me as I went.
I learn as I go and I think you just have to jump in right and just try it because you don't really know if it's going to be daunting or not.I was overwhelmed to start with, but by the end of it, it was pretty straightforward.But one of the other potentially overwhelming things is where do you go to ask for money?
And I'd love to figure out who's who in the industry, in the finance industry, because there's the big banks, you know, you can go, I can call any of them and say, can you give me money?But then there's all.And then you get brokers and then you get other things like where do you guys fit in the whole ecosystem?We're very unique because we have our own offering that's really speedy and fast and you have the finance professionals looking after you and helping you reach your dreams.
But then we're also brokers, so we can go out to the market and find the best solutions for our clients.But there is a major trend for people to use brokers to.Understand your audience here that most of us don't understand anything.
So broker is I go to the financial institutions and say his plan, can you guys give us money so we can give it?So basically you go help us find a mortgage or a loan or something.Is that a broker?A broker will have access to a whole lot of lenders lending options out in the market.
So let's say if you were searching for the best vet to go to, I don't know, I suppose they'd be like the Google search of, of finance and then they, you could tell them what was important to you or what you needed.So there are some finance providers out there that specialized in certain industries or do certain things that others don't do.
So there's lots of options and a broker should go out there and try sift through all of that and bring you some examples of what's best for you to meet your needs.And do brokers have access to services and things that you can't necessarily get by doing a Google search?
Yes, so they would do, or they'd know the exact policy of each lender.And so it saves you a whole lot of time instead of sifting through everything to go to a broker.I think for like for us, we did go to other banks as well.
But certainly the broker, you know, there might be 100 products on the market.They know that there's only worthwhile searching that one, that one and that one.So we'll make 3 applications and we'll see how that goes.And I think part of the reason we chose Credible was highly to do with the other banks are still looking at serviceability based on what your current wage is now, but you might be in at the time.
I was in a part time job because I needed to be in a part time job to be able to build a vet clinic.At the same time, I physically couldn't have a full time job and build a vet clinic.That's not doable.That's sort of what the other banks were asking of.You were incredible.Weren't worried so much about that, about the serviceability.
That's correct.Because we're a specialist niche lender.So I suppose if you go out to brokers as well in the market, they could also not focus on a niche.And so we understand the vet industry and how the the income generating capacity works and, and in in a clinic with an experienced practitioner.
So we were able to look at things differently to a major bank even or another bank that would just be looking to look at take your home and security or look at your current earnings instead of the cash flow forecast to say, are we building a vet clinic with a few surgeries and that's going to generate us so much income.
So yeah, we take a forward-looking perspective and we back the individual practitioner behind it.So there are specialist lenders that will give you things that the the majors won't or the other banks.And you said you guys are unique in that you're a broker, but not just a broker.
Did you say there's something else?Yeah.So we've got our own offering.So we're a non bank lender.We've got our own source of funds.So you can actually borrow money from Credible directly.Whose dollars or did you use to build this clinic?Is it?Yeah, we use credible dollars.Credible dollars.So, yeah, so we've our offerings very quick and fast and high touch, good service, flexible as well.
So we have a lot more flexibility.As as I think Caroline took 48 hours to give us a yes where other people that we had approached, we were well into week 8.Yeah.And some.Yeah, Yeah.So like, literally, it was such a lovely experience.
We went out for a coffee and we went about coffee like let's do this.Yeah.Oh that makes me so happy that I helped do that.And you talk about the serviceability thing because that's, I would assume as a it's I'm five years out and I've been working.
At a crappy.Vet wage and I don't have a hell of a lot of money in the bank, but now I want to start a business.I would assume that I'm going to be out because I don't have a lot of stuff to leverage again.Is that a misconception?What is the measure of how likely are you going to be able to service your loan?
It is a bit of a misconception, like I suppose the working capital part so is important, but you don't have to have as much money as one thinks to start a practice.And so the finance of the actual fit out can be taken care of 100% in that instance.
So I think if anyone's thinking of starting to set up a practice or like maybe just explore the the funding options or talk, start talking to some professionals, yeah.The other option that I see some people do, and I think maybe that's the finance part that drives you to it, is to start a practice within a group.
And there's a larger group and then they help you as a, as an individual set up your business.Like why did you decide not to do that route, for example, and do your completely own thing.I.Love this question.You see, it just makes me smile.I think part of the reason I like setting up fat clinics is because it's starting from scratch.
I have.Never even thought of buying an old practice.So someone else's that they're selling or going into joint venture because part of it that I love is the plan.It's the plan, what colours, what equipment, how we're going to do it.And it's from scratch.
Like the clients that are coming in, it's the first time they've met us and it's I get to say hi on Amber.This is Brooke.And we get we start a relationship from there.You don't have any of the baggage.There's no baggage, there's no staff baggage, there's no building baggage, there's no client.
Baggage.But is that a personality trait?Do you think that that makes you like that?Because a lot of people do buy pre-existing practices because you buy goodwill and you jump into the pool 5-10 years ahead of where you could be at the start.Yeah.Maybe I'm quite controlling, but I really like.I like the.
Ability to start from scratch that I'm not going in saying, oh I wish the floors were.Different but I feel like for me.Buying into a clinic.I would be starting with some regret or some things I wanted to change, whereas starting new, you really are starting fresh.So it's so exciting.
Like it's I've been a veteran only 30 years and here I am guy.It's just so exciting.Like every client that comes in the door every.And I'm not sure you get that to the same level when you're buying, but that's, yeah, very much, I think my personality.Because I feel like for a lot of especially younger people who want to get into practice ownership, but a lot of the reason for going that route rather than study your own thing is the the fear of can I get the money?
Can I service the money?Whereas if I have a big business behind me saying don't worry about that, we've got that, it probably drives it.Do you degree Caroline?Oh, it's probably a good start for someone who's going out for the first time on their own.It gives them a bit more comfort and they can look at the financial performance of the business as well.
And there's a lot more to running in business as well.When you're working in it going to running it that like having a super team like this is a great asset.In that instance, we would help them fund as well 100% of the purchase price of of vet practice and you spoke about the goodwill you're building up an asset that you can sell as well.
So when you're purchasing.And is it a very different process or the same sort of process, just different metrics?It's same sort of process.So we still look at the individual behind the the practice or looking to purchase in.But in this instance there's an existing business.
So we'd look at the cash flow and try help them understand the value of it and if they're paying too much or too little and those types of things.No, I, I feel like from an inventor a safer bit, but a more reliable bit because you can go, well, I can see the, I can see what you've got.Whereas with these guys, it's like, well, I believe you.
It's all in.It's all.I believe that you can do it, but is it potentially an easier thing to get finance for Karen or?Not well it's, it is a bit less risky because the business is already trading and turning over and you can see the profit and so someone's coming in and taking it over as opposed to starting new.
So yeah, there's less risk involved.So it is a little easier.I've often heard the advice that if you're gonna start a practice, own the property as well as like, don't rent, buy.Do you rent here or you buy?Completely rent and all the plants in the UK, they're all leasehold.So rent very.
Few vet the next.The freehold is owned in the UK.So I was quite.Comfortable leasing, but I would say I probably do hear exactly your opinion.I just don't think it's a big concern.OK.And from a finance perspective, pros and cons easier, harder like how do you assess that?
So buying a commercial property that you're already paying rent for.So, so you set up your practice and you're paying rent.If you instead of paying the rent, then you're paying yourself to build an asset.And we also fund 100% of the purchase.So I think a lot of vets would be paying rent somewhere and not realize or they could actually own the practice themselves.
And there's also ways to access yourself managed Superfund to do that.So we can lend up to 90% in super.So you're building an asset and paying yourself as well?But I do think that those buildings come along few and far between compared to leasing.
I would say if your only option is leasing in the position that you want, in the building that you want and it's a great building, just leasing is another reason not to do it because it could be waiting for years otherwise.Yeah.All right.Very practical.Question.And I asked a few people, what would they ask specifically?
Owners say in retrospect, what would we have?What would you have asked fixed versus variable borrowing, pros and cons?Like how do you even consider that?What's the?The only fix if you want to certainty if you try to figure out a crystal ball gaze about, then it's it's not a great idea.
But yeah, variable.It lets you pay down your loan quicker, gives you more flexibility when you're making more money to payless interest over the longer term.But if you're fixing, do it because you want to certainty of your repayment.
OK.All right.So there's no real advantage other than planning, better financial planning basically.So it's 2024 when we're recording this.The interest rates are not great.Is it a bad time to start a business to borrow money at this point in time if, let's say, somebody's going?
Yeah, I'm really, really just out of practice, but maybe I should wait a little bit.I suppose the best financial advice I ever got was to spend less than you earn.And that's the same concept in this instance.So if you can lend money at a cost that's less than the asset that you're acquiring and then it makes sense to do it.
So if you're spending money to set up a practice that's going to generate your income in profit and also build yourself up in a goodwill that you can a practice that you can sell one day and then it makes sense to do it.So if you the income you're going to generate is more than the cost of the funding, then it's a good idea.
It doesn't matter where rates are.That's why the cash flow forecast as well as important to see.It's basically money in, money out and see what you've got left at the bottom.When we did the cash flow forecasting, and this is where it becomes really important and the accountant does it very quickly for you is just put those interest rates in at what they are.
Add on 2% if you need to.If you're someone that doesn't like to be disappointed that that was me.I think I put our cash flow forecasting for month one as we earned nothing, but that wasn't the case.But that's where we started month 10 and build it out.If at the end of the day, you move into profit at a time frame that's acceptable to you, then fabulous.
Let's get, you know, build the clinic.If it's not acceptable, then maybe now is at the time, but I suppose I've always looked at it is now is a bit of a difficult time in financially.But if I can make the clinic work now, which is going to work well, really well in five years time.
So yeah, let's let's do it now because this is a hard, hard yards and we sort of get through it.There's something else unusual about this clinic and that's that we have a nurse who's a co-owner.That's not common.Is it like this?That's not common at all.How did that happen and and what why Brooke, why did you?
It happened over wine.Yeah, there was never.Any intention to, you know, come together and discuss opening a clinic, Amber and I?Got along well.Within our goals previously and I, I think I saw a lot of similarities in the way I, I saw clinics running and everything like that with Ambon.
And yeah, we just, we did like ownership of a veterinary clinic as a nurse has never really been like hearts for me.I've always aspired to do something, you know, big with my career and I've always loved nursing.I came, I went straight into nursing after I'd left year 12.
I was very fortunate to land in a clinic that was properly owned, family owned and it was amazing clinic, strong leadership team, good protocols, practice policies, extremely supportive as a junior, Nice.
I was nurtured and my career really did develop from there.I just don't see why it's just the role of a vet to own a clinic as we get, you know, further in into the industry, you find a lot of corporates that are owning clinics and stuff and a lot of them aren't bets.
There are bets that own businesses and stuff like that.But I, I think it, a lot of it was I invest myself in my job and what I'm doing and I have lots of visions about how I can see clinics running and I was really struggling to implement them in my previous role.
And I think Amber and I had, it's been about frustrations previously and I can find it in her a little bit because I was struggling with where I was going.And yeah, I think we just bonded with similarities and.
Why not?Traditionally what would happen in that scenario is then it'll be the IT used to be legal, right?I know when I lived in WA, not even that long ago, only vets could.That's why the some of the corporates couldn't actually go into WA because you had to be, yeah, had to be fully vet.
And so it used to be the law, but, and now it's just more tradition.So typically it'll be OK.Amber will say, cool, I'm going to start a clinic, Brooke, you'll be my practice manager.Here's your salary versus with you guys.Whose idea was it to say, well, actually, why don't we just, why don't we go own this thing?I didn't want that yeah thing.I didn't want Brooke coming on board as an employee.
Why?Because I know what it takes to start a new vet clinic from scratch, how much it takes out of you and how much you have to give.And I think that's hard to ask of an employee.And so I wanted Brooke as excited and as invested in this as me.
I can't express how much the difference that it makes.And if she's going to put that match in, why on earth should she not be making profit from her?That seems crazy.So, and this is, you know, we're not just doing it for six months.This is for years.It affects not just our work life.It affects our family life.
It affects our friends.It affects our family.What did I read the other day?I think it was Scott Pape who said he talked about partners, business partners, he says.Yeah, it's like a marriage, except without the sex to make up for the bad stuff.I want to share this with someone I want to have fun with someone I want to be.
Frustrated with someone?You know, this is a journey and we are in each other's puppets all the time, so come on board.We very much recognized a similar work ethic between ourselves.It was a natural.We just got on.
It made sense.And so I went, well, I reckon I'm ready to do this.From someone that was never going to do it again.This is what I'm going to do.What do you think?And she was so excited straight away it was like.Yeah, she said it's that not many nurses own clinics, and it's just like, why not if you're going to be in the clinic all the time and helping grow the business and everything like that?
Why I want this last of the fight, too.I'm going to put all myself into this business and I'm going to throw everything out that I've got and do my best.And I only get the rewards, too.Yeah.I didn't want to do it on my own.I didn't do the blouse France on my own.And obviously you are sharing profit with someone, but I think that's a fair condition if it means along the way.
It's a amazing journey.It offers another perspective for ourselves, like past, sometimes even more of the team is support staff, nurses, receptionist, kennel hands, techs and IT.It offers another person for them to talk to when it comes to with a different perspective.
Yeah, with a different perspective.It's not of it.I'm a nurse.I know how nurses work.I know how I feel when I leave after the day.If I've had a really good day where I've been involved in lots of things and I feel like utilizing the nurses and the receptionists and all the support team is so beneficial.
I'm highly needy.I'm a highly.Need my nurses and I delegate huge amounts of work and they do an amazing job and I yeah, having broke on board, it's been a natural fall of what my role is and what Brooks role is.
Just makes sense.Yeah, it makes sense to have somebody with full skin in the game who has that other perspective.When we talked about before Brooke off air about why don't I do podcasts for nurses and I said, well, I'm not a nurse so I don't have full empathy of what it feels like to be a nurse.And for the same reason or why not have somebody right in the leadership team who who has that perspective.
So it's actually makes a lot of sense.I think it does.I think actually, you know, my previous businesses were with another vet and that was fabulous.But this is certainly it's been a more natural.This is your role.This is my role of things that I just go, well, you know way more about that than me sort it out.
Let me know if you need my help.Otherwise, I completely trust you to get it done, whereas with two vets, who's going to know?About half that stuff.You know, we've never been trained in it.That's not what we've done before.It's not what we do.Well, the.Dividing of the roles has been extremely easy because I, I'm a nurse, I do the practice management stuff.
I'm as a vet and you know, we divide the roles as to what we like because it's a different perspective, because we have different roles in the clinic.It's just naturally formed.We haven't sat down and said you do this and I'll do this and we are not allowed to cross lines or anything like that.
It's very complementary.Yeah, we do.We complement each other.I have my role, I help her, she has her role.She helps me.And yeah, it's just just works.Just works, yeah.How cool I'm, I'm excited for you guys, but are there any things that jump out that especially Amber because you've done that a couple of times for somebody considering it things to think about or?
Do it.Do it.Do it.But yeah.These consider the location.There's no point putting all this effort into a bad location.So that's a huge one.That doesn't necessarily mean no other vet clinics, but the location has to be able to support another vet clinic.
The other one is who you do it with.So best thing I've done, go into it with Brooke.You've got to find that person and or do it yourself.So what's the vision?What's the vision?What?What does the neighbourhood vet to Anton look like in five years time?When someone asks you what's the vision?
I sort of back away from that question so often because I picture all these big words that people put down.That means anyone could put down a bunch of words.So you're like, oh, do we really need to do that?But I thought about it.So what we put down was we want to stay small, maintaining quality.
We want to make it profitable while maintaining integrity, but to keep it fun.Why that stay small?But because for a lot of people, it's all about growth.We're in a small community.I had my clinics before, had ended up with 70 staff.I wasn't looking for that again.
I felt like I'd ticked that box and part of the reason for me coming back into it was coming back into the personal bit so I can spend 40 minutes chatting to someone in a consort room if they need.It it's interesting because it's it's stay small and then be profitable.And I feel like that's often where the the conflict comes in because because a lot of people feel like, well, to be profitable, we have to optimize, grow, squeeze in 10 minute consults, you know, around that model of efficiency.
I think if there is efficiency and I I'm.And that's part of.Here is the efficiency we have. 3 consult rooms and they'll be.Run by one vet.We do team consulting, so a receptionist comes in, then the vet comes in, then the nurse comes in, the client stays in the room.Everything gets done in that room, so it's highly efficient, but at the same time it is allowing huge client interaction.
The clients know Brooke as well as they know me as well as they know Kira, and so it's small to maintain client interaction.Client trust is so important.So how do you keep it small?Because here's what happens.You're going to start and people love you and then you're going to get heaps of clients and you're going to be full and you're like, well, we need another vet.
It doesn't mean.It doesn't mean no.Other vets, but it means.Running the vet clinic highly efficiently.So that stuff that we have here are all needed because I've certainly been in clinics with this stuff everywhere, yet they're still not getting the work done.Back to basics.What are the protocols?
Where, where does the vet only need to do the vet work?Where should the nurse be doing the nurse work?Where are all the support stuff?So I think when I say keeping it small like this is only a tool free vet clinic, that's all we'll be fitting in.Yeah, but what if it grows to the point where in five years time you go?
All right, well, we've got lots of people who love the way we do things.We need a bigger space I.Suppose we sit down and see.But that's not always more profitable.Yeah.So and that the important bit that is not always more profitable.I think probably we were more profitable as a small clinic in my previous ones than we were in the big.
I've heard that from a couple of people who said yeah when it was just me and I had half or 1/4 of the the stress of managing a whole team when I actually made more money just by myself.I think and and at the bigger you know, you get in that busier you get you don't want to lose that personal, the personal touch is the what makes it different.
And that's such a cool shift.And I see that more and more because we all that we our generation that the way around a vet clinic is full, full, full, full, go, go, go, go.And then, and then we wonder why 10 years in five years in, we go.Should I've had enough with this?I can't anymore.It's that that feeling of exhaustion and and there's more and more people who are going.
I don't want to do it this way.I remember opening up in the UK at the time, so it's a fair few years ago with 40 minute new consults.If it was a new client, they get 40 minutes.We're doing the same here.Gosh, I was told it was not possible.There's no way I could make a clinic run if I did that.
I was told that again and again and again.I'd like to say, yeah, I do smile a bit when I go.Well, actually that's not the case.And now we see it's so common now.Console times have been pulled out to allow vets to interact with their clients.And yeah, there's always a tipping point.
It doesn't mean all consults get to be 40 minutes.I don't mean that, but I do mean you get to look at the diary and decide which consults get to be 40 minutes.There is time for that.That's smarter, efficient working rather than just more and more hamster working.And more enjoyable I mean coming from a nurse's perspective like I love being involved with the consults and I love having their relationships no clients by their first name.
Hi Penn, how you going You know it has Fluffy today and Pam knows me by my first name and we had that interaction It's I do go home getting a lot of job satisfaction from it.Support staff are so important within the clinic.It's not just betting that happens.
And I think utilizing us, utilizing nurses, it doesn't just provide, you know, efficiency within the clinic, it creates.Gives the nurse.Happy people we are happy nurses, happy support staff.Because they do, they do get a lot of job satisfaction.I get a lot of job satisfaction being heavily involved with the clinical side of things, yeah.
But the the previous clinics we, you know, had got to the size where we had reception managers, hospital managers, veterinary managers.I could go down to do a surgery and I'd have to say to one of the staff I did know who am I doing theatre with?I don't know that how.
Could that be?His all and so, you know, if we talk about thing that one of the things I really enjoy is the personal side of it.You can see as with growth, a personal side, it disappears it and it really does quite quickly.
There comes a spot where you can't know everyone and you can't know their story and you can't relate.And that doesn't mean it's wrong, it just means it's a different way of doing it.And so this time coming in very much part of it is I don't, I'm not aiming for that.I now have a different vision.
Caroline's sitting here going.But I do think you should do a lot of console.No, I was just thinking I resin, I resin with that because it's credible.We have the same like I get a lot out of my client interactions as well and it's that more personal touch where we here to help them.
And yeah, really, I like, I get a lot, a lot of satisfaction seeing your vision come to life as well.From the financial side of this, Caroline, is there anything else that I haven't asked?Again, I'm oblivious to the questions that are out there.Anything important for somebody about to or thinking about starting on the the ownership journey?
I think just probably the message is you probably can do it before you think you're able to.And it does seem overwhelming that if you just start speaking to the right advisors or consultants to get your information, it could probably come together a lot quicker as well than you think.
Can be the process a lot smoother?Awesome.OK, wrap up with the standard questions.You can't get away without it.So first one about podcast listening, who wants to take We won't make everybody say the whole thing.Who's going to talk about?That would be me and I'm going to be completely honestly probably one of the only podcasts I listened to you if it's the.
Fat fault?Yes.Favorite Red fault episodes?My favorite Red Vault episode was why can't we do it differently?With Russell, yeah, there's a lot of resonance in what they thinking are completely different.They don't want to keep it small.He spoke a lot about getting Stafford to do that job.
And I get a lot of slacker saying job satisfaction and having and trust me in my abilities is massive.And, and exactly what he was saying on the podcast.And it's so true.Just you need to be able to deal with gay jobs and, and have trust and respect within relationships in the clinic.
And it's.Yeah.And that was his one take away when I asked him what has he learnt and he said delegate sooner, don't try and hang on to a little jobs because you think you're the only one who can do it.All right, pass along question where I ask a question.Who's going to do the pass along question where I ask a question from a previous guest to one of you and then you have to give me a question for my next guest.
Is that going to be you?That's for me, yeah.Give me the hard one.No, it's a good one.It's not ventilated.What is a place?One place that inspires you and one place that really disappointed you.Well, I think my answer for the choose the same and it's it's Africa, I suppose growing up in South Africa and being there, it's a very inspiring place.
It kind of gets under your skin and there's no nowhere in the world like and especially like the wildlife and this the natural beauty and even the culture of the people.So yeah, that was inspiring, but then also disappointing because it's not safe to live there, so.
Yeah, that's, yeah, we can talk for days about this.I know exactly what you mean.Right.And then the one message, it's going to let you stuck with that one.Amber, you have a couple of minutes to speak to all the new grads of 2024 and give them a little bit of advice or inspiration or just a message.
I hear so much native stuff about the Vietnam industry because over the last few years.But they do need to know it is and it can be amazing the whole way through.It doesn't mean your journey is going to be the same.Feel free to mix it up.Change jobs, move countries.
Get out for a.While get back in, it doesn't have to be linear like for me, I've had a fabulous career.It hasn't always been easy, but I look back and I love the fact that I'm vet.I would have no.Problem with my children if they wanted to be vets and now almost 30 years out, I'm going back in and doing another business.
I love it.It can be.Hard.Guaranteed.It's going to be hard, yeah.That's OK Be brave and yeah, it can be an awesome career.Feel like that's partially why I wanted to start this.It's exactly that so many vets that you speak to when you say so what's are your kids going to be vets?
And they're like, no ways.I will definitely not let my kids be a vet.Like that's so sad.My daughter said that I'd be so.Excited it it opens so many doors.I've travelled all around the world, I've done all different things, done things that I never thought I would do.
Why not?All right, let's wrap it up.Thank you so much for your time.Congratulations.Thank you for doing what you're doing, Brooke.I think what you're doing is amazing.I think being an example to other nurses out there, I've talked often about that ceiling and I think nurses feel in their career nurses and takes so good to see people smash that ceiling and what you guys are doing that that different approach, I think is so refreshing.
And Caroline, thank you for making it possible.Before you disappear, I wanted to tell you about my weekly newsletter.I speak to so many interesting people and learn so many new things while making the clinical podcast.
So I thought I'd create a little summary each week of the stuff that stood out for me.We call it the Vet Vault 321 and it consists of three clinical pearls.These are three things that I've taken away from making the clinical podcast episodes, my light bulb moments.Two other things.These could be quotes, links, movies, books, a podcast highlight, maybe even from my own podcast.
Anything that I've come across outside of clinical vetting that I think that you might find interesting.And then one thing to think about, which is usually something that I'm pondering this week and that I'd like you to ponder with me.If you'd like to get these in your inbox each week, then follow the newsletter link in the show description wherever you're listening.
It's free and I'd like to think it's useful.OK, we'll see you next time.

Dr. Amber

Dr. Amber Christie

Brooke Goodwin

Caroline Willemse