Selling a veterinary practice is rarely just about maximizing price. For many owners, the decision carries responsibility—to staff, associate veterinarians, and the systems they’ve worked hard to build.

This case study highlights how one practice owner successfully navigated a complex sale process involving multiple buyer types, ultimately achieving optimal financial terms while preserving team stability and long-term operational integrity.
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The Core Challenge: Doing Right by Yourself and Your Team

From the outset, the owner was clear about what mattered most:

• Securing strong financial and contractual terms
  
  
• Protecting internal staff and associates
  
  
• Ensuring the buyer was a strategic fit, not just the highest bidder
  

Balancing these priorities required a thoughtful approach—especially given the diversity of potential buyers and the complexity of the practice model.
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Navigating Three Distinct Buyer Paths

The sale process involved evaluating interest from three very different buyer groups:

Individual Buyers

While aligned clinically, individual buyers presented limitations in scalability and long-term infrastructure support.

Corporate Buyers

Corporate interest ultimately produced the strongest price and most favorable terms, but required careful negotiation to ensure cultural and operational alignment.

Internal Buyers

Internal buyers were thoughtfully considered, with deliberate steps taken to protect and support staff even though they were not selected as the final buyers.

The ability to navigate all three paths simultaneously preserved leverage and ensured the final decision reflected the owner’s full set of priorities.
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The Result: Optimal Price, Terms, and Team Outcomes

The final outcome delivered on multiple fronts:

• Maximum price and terms secured through a corporate buyer
  
  
• Internal staff, though not selected as buyers, remained with the practice and were satisfied with the outcome
  
  
• Explicit protections put in place for internal team members
  
  
• An enhanced Medical Director role created for associate DVMs
  
  
• A buyer with strong strategic alignment, including:
  
  
  • Similar technology stack
    
    
  • Comparable back-office systems
    
    
  • Operational synergies that supported better deal terms
    
    
• A short transition period of six months, minimizing disruption for the owner and the team
  

Rather than forcing trade-offs, the transaction balanced financial success with continuity and stability.
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Why Strategic Fit Mattered

Beyond price, the selected buyer shared a compatible operational philosophy. Overlapping systems and processes created efficiencies that benefited both sides—making it possible to negotiate improved terms while maintaining confidence in the practice’s future direction.

This alignment reduced friction during the transition and helped ensure a smoother handoff for staff and clients alike.
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The Owner’s Perspective

Before formally engaging, the owner summarized why they chose to move forward with us:

“You were clear, concise, and easy to work with. You listened first and talked second. Most importantly, you understood that while our day-to-day is veterinary, this transaction was fundamentally a business decision.”

They also noted the importance of being treated as a priority:

“We felt like a big fish in your pond—there was real hunger and extra effort. That mattered to us.”

Reflecting on the Process

After the transaction, the owner shared why the experience stood out:

“Selling our business was hard—mostly because we didn’t know what to expect. We needed a guide, a specialist, and most importantly, a trustworthy partner.”

They described how many advisors struggled to see value in their model:

“Most brokers weren’t even interested in engaging with a mobile practice. VetVet stood out because they saw us as a valuable business—not just a vet practice.”

Throughout the process, they emphasized the importance of methodical execution:

“We had a plan, executed it, and adjusted as reality unfolded. Even when challenges came up, you helped us think through options and acted as a sounding board.”

Key Takeaway for Practice Owners

A successful practice sale doesn’t require choosing between financial outcomes and people. With the right approach, it’s possible to:

• Maximize value
  
  
• Protect your team
  
  
• Choose a buyer aligned with how your practice actually operates
  

For owners considering a transition—especially those with nontraditional or mobile models—early strategic guidance can make the difference between compromise and confidence.