Transforming veterinary leaders across a growing network

Heartland Veterinary Partners was scaling rapidly through acquisitions, bringing dozens of independent veterinary practices under one umbrella. But each practice came with its own culture, its own way of doing things, and leaders who had spent decades as solo practitioners, not corporate managers. The gap between clinical excellence and operational leadership was widening with every new partner practice.

Generational tensions compounded the challenge. Founding veterinarians approaching retirement struggled to let go, while younger staff pushed for modern work-life boundaries. Practice managers promoted for their clinical skill lacked the tools to navigate performance conversations, team conflict, or strategic planning. Without intervention, Heartland risked losing the very people it needed most during a critical growth phase.