VMG members are, by definition, believers in the power of independent veterinary practice ownership. But it can be hard to put a finger on exactly where that power lies, particularly in comparison to the many different types of corporate practices. Summarizing one aspect of a more extensive review in our recently published paper, this post looks at the available data and describe, based on the evidence, three strengths of privately-owned veterinary practices compared to corporate-owned practices: veterinarian satisfaction, quick and agile responses to challenges, and community ties.1 They are three of the reasons that independent veterinary practices thrive in the face of corporate competition.
Veterinarian satisfaction
It’s well recognized that happy, engaged employees make for a more positive and productive practice environment. Veterinarians working in independent veterinary practices are, overall, more satisfied at work than their corporate counterparts, with notably higher satisfaction than corporate veterinarians with compensation mentoring, culture, and practice administration.2 By contrast, veterinarians in corporate practices feel pressured to see more clients per shift, thus leaving less time to delve into each patient’s individual needs.2 This satisfaction gap shows in associate turnover; those working in corporate practices are more likely to leave than those associates working in independent practices owned by one veterinarian, looking five years into their futures.3
While it’s easy to assume that practice owners are highly stressed by all of their responsibilities, the reverse is actually true. Independent practice owners report being very satisfied with their jobs (84%), lifestyles (76%), and compensation (75%); they are also the group most likely to report feeling low levels of burnout.4-7 By contrast, one in five corporate medical directors reported feelings of high or very high burnout.7
Agility and responsiveness
Unlike corporate practices where leadership rests in regional layers at national headquarters, the independent veterinary practice leader is on site seeing staff, clients, and patients every day. Meeting the practice’s challenges, from unexpected power outages to changes in the local economy, does not require layers of permission or ponderous decision-making processes. Decisions to try new forms of client credit, change opening hours to meet client or staff needs, or reward staff with a special bonus, can be made quickly. By working with and listening to clients and staff daily, practice owners can build trust and develop an intimate knowledge of their business and community, allowing the practice to quickly and effectively respond to today’s economic upheavals.8
Community ties
Unlike regional or national leaders of corporate practices, independent veterinary practice owners tend to live close to their practices. If they are members of the local Rotary Club or similar business or service organizations, they are likely to have connections with other local independent business owners on a personal level, in ways that distant corporate managers just can’t match. When the practice needs a new service, these personal relationships can mean that other local independent businesses get the call, feeding the local economy. Independent practice owners often hire local contractors and support community groups like Scouts and softball teams. These efforts, along with staff members’ local connections, help strengthen ties between the practice and the community. Those relationships can help the practice attract and retain clients despite the influx of bigger corporate practices.
Don’t underestimate the underdog
Independent veterinary practices have advantages that corporate chains can’t replicate: stronger community ties, quicker decision-making at the practice level, and more stable and satisfied teams.1 These advantages foster a more positive work environment and build deeper client trust and loyalty. In a competitive landscape, these can be powerful differentiators for privately-owned practices.
For a more complete discussion of the strengths, weakness, opportunities, and threats facing independent veterinary practices as they compete with corporate practices, see the article ‘Making the Case for a Resurgent US Independent Veterinary Practice Segment: A SWOT Analysis’ published May 2025 in Frontiers in Veterinary Medicine.7
References
- Salois, M., McKay, C., Platt, M., & Traub-Werner, M. (2025). Making the Case for a Resurgent US Independent Veterinary Practice Segment: A SWOT Analysis. Frontiers in Veterinary Science, 12, 1558745.
- Kogan LR, Rishniw M. Differences in perceptions and satisfaction exist among veterinarians employed at corporate versus privately owned veterinary clinics. J Am Vet Med Assn. (2023) 261:1838-1846.
- McKay CH, Vaisman JM. Psychological safety, purpose, path, and partnership reduce associate veterinarian desire to leave current employment. J Am Vet Med Assn. 2023 Jun 28;1(aop):1-7.
- American Veterinary Medical Association, 2023 AVMA Report on the Economic State of the Veterinary Profession, (2023) Schaumburg, IL.
- American Veterinary Medical Association, 2024 AVMA Report on the Economic State of the Veterinary Profession, (2024) Schaumburg, IL.
- American Veterinary Medical Association, 2022 AVMA Report on the Economic State of the Veterinary Profession, (2022) Schaumburg, IL.
- Merck Animal Health. Improving Wellbeing and Mental Health. 2023. [Accessed 21 October 2024]. https://www.merck-animal-health-usa.com/offload-downloads/2023-vet-wellbeing-presentation.
- Wayden Interim Management. ‘Proximity management, advantages and disadvantages.’ Published 10 August 2022. Accessed 30 July 2025. https://www.wayden.co.uk/proximity-management-advantages-and-disadvantages
