veterinary technician

veterinary assistant

veterinary receptionist

kennel assistant

hospital manager

Western Veterinary Partners

What is the best part of working at the company?
The best part of working at WVP has been the combination of growth opportunities and genuinely collaborative leadership. In just 8 months, I’ve been able to expand my skills, increase my impact, and be recognized for my work through a promotion based on performance rather than just tenure.

I also appreciate that leadership encourages employees to bring forward ideas and solutions, even when they challenge existing processes. Coming from 10 years in clinical veterinary medicine across private practice, corporate groups, and other consolidators, that level of openness and focus on quality over pure production metrics has stood out to me in a positive way.

What is the most stressful part about working at the company?
The most stressful part initially has honestly just been learning the organization itself — remembering all the different contacts, hospital teams, workflows, and individual hospital nuances. One thing that makes WVP different from some other organizations I’ve worked with is that the hospitals are not forced into one cookie-cutter model across the country.

While I think that flexibility is ultimately one of the company’s strengths and helps preserve hospital culture and individuality, it also means there’s a steeper learning curve when trying to keep every hospital’s unique needs, personalities, and operational differences straight while making strategic decisions. Once you start building those relationships and understanding each location better, it becomes much easier to navigate.

What is the work environment and culture like at the company?
The work environment has been much more collaborative and open-minded than many veterinary organizations I’ve worked with previously. People are encouraged to bring forward ideas, ask questions, and challenge processes in a productive way rather than simply being expected to fall in line with “how it’s always been done.” But the other important thing  here, is they don't change for change sake. Any changes are intentional and NEEDED, not frivolous. 

The culture feels focused on balancing strong business performance (financially healthy hospitals=happy staff, patients, & clients in my opinion) with quality patient care and support for hospital teams, which is something that has mattered a lot to me throughout my 10 years in the veterinary field. 

Overall, the culture feels professional but still individual and very human. Hospitals are allowed to maintain their individuality rather than being forced into a one-size-fits-all model, which creates a more authentic and supportive environment across the organization.

What is a typical day like for you at the company?
A typical day for me involves balancing a variety of responsibilities — reviewing resumes, interviewing candidates, collaborating with hospital managers, connecting with operations partners, and working closely with other recruiters on strategy and support. The days stay busy, but in a way that feels purposeful rather than transactional.

One thing I’ve really appreciated is that there’s a level of trust and autonomy in how we manage our work. I don’t feel pressured to pack my calendar with as many interviews as possible just to hit activity metrics, and I’ve never felt like I was working on an assembly line. In previous recruiting environments, that pressure absolutely existed, and it could make the work feel impersonal very quickly.

I also appreciate the flexibility and respect for work-life balance. There isn’t an expectation that salaried employees need to constantly be available outside working hours or prove productivity by being visibly “online” all the time. The focus feels much more centered on quality of work, communication, and outcomes rather than micromanagement.

**Title:** Lack of regional support, onboarding, and leadership alignment

My experience with WVP was extremely challenging due to the lack of regional support, structured onboarding, training, and leadership alignment. I was placed into an environment that already had significant team dynamics and cultural issues, but I did not feel I was given the support or transparency needed to successfully navigate that situation.

A major concern was the lack of onboarding and training for the Hospital Manager role. Much of the role felt self-directed, with limited structure around expectations, processes, or how to handle difficult hospital-level situations. When stepping into a hospital that already had trust issues, conflict, and an unhealthy team dynamic, that lack of preparation and support made the role much more difficult than it needed to be.

Regional leadership also had opportunities to speak up, provide clarity, and be honest with the team about the state of the hospital and the changes that needed to happen. Instead, I felt those conversations were avoided or not handled directly. This left the Hospital Manager in the position of trying to lead through existing dysfunction without enough visible support from leadership.

There were also situations where rumors and negative narratives were allowed to continue without timely follow-up or clear intervention. When leadership does not address those issues quickly, it creates more confusion, damages trust, and makes it harder for a new manager to build credibility with the team.

Another major issue was the lack of alignment in leadership guidance. I was told that hospitals were allowed to operate autonomously and that Hospital Managers had room to make decisions based on what seemed appropriate for their hospital. However, when I made decisions based on that guidance, I was later told those decisions were wrong or that I struggled with that type of operation. That inconsistency made it very difficult to understand what was actually expected.

This was not simply a matter of the role being difficult. The larger issue was that guidance, support, and expectations were inconsistent. It is hard to lead effectively when leadership says one thing, responds differently later, and does not provide timely or visible support when challenges arise.

I also do not believe my experience was isolated. Other Hospital Managers in my region appeared to experience similar challenges with onboarding, training, support, communication, and leadership alignment. This made it feel like a broader structural issue rather than an individual hospital concern.

In my opinion, WVP continues to acquire hospitals without having enough staffing, infrastructure, or field leadership support in place to properly support the hospitals they already have. Growth is not the issue by itself; growth without support is. When hospitals are brought into the organization without adequate leadership structure, the pressure falls heavily on hospital teams and managers.

There are good people within the hospitals who care deeply about their teams, clients, and patients. However, WVP needs stronger regional leadership support, more structured onboarding, clearer expectations, timely follow-through, and better alignment between what Hospital Managers are told and how their decisions are later evaluated.

The Hospital Manager role can be rewarding, but it is difficult to succeed when you are placed into an already unhealthy environment without the training, transparency, and leadership support needed to move the hospital forward.

In my experience working under WVP, the company frequently uses the term “partnership,” but the day-to-day operations felt similar to other large corporate veterinary groups, particularly for veterinary support staff.

Following the transition, client prices increased, appointment schedules became tighter, and expectations for technicians, assistants, and client service representatives rose significantly. Responsibilities expanded and workloads increased, while compensation and staffing levels did not keep pace. Support staff were expected to move faster, manage higher caseloads, and handle increased client frustration without meaningful adjustments to pay or resources.

The hospital often felt treated more as a business unit than as a medical facility, with many decisions driven by performance metrics rather than long-term sustainability or staff wellbeing. Corporate leadership appeared removed from the realities of daily clinical operations, which created ongoing challenges for frontline teams trying to provide quality patient care.

While opportunities for education, growth, and support are emphasized during recruitment, these offerings were limited or difficult to access in practice for support staff. Over time, this contributed to burnout, declining morale, and high turnover, which ultimately affected both team stability and patient experience.

This organization is truly dedicated to its mission, and many of the people here are genuinely supportive and kind. The goal is to create a positive impact in the veterinary field, which is inspiring. It’s unfortunate when negative voices overshadow the work being done, especially when it's a small number of individuals who may feel this isn’t the right fit. It's important for everyone to find a workplace that resonates with their values. If that alignment isn't there, it might be a sign to seek out a place where both personal and professional satisfaction can be found.
Important points to keep in mind if you’re considering a role in recruiting here. The department involves a significant amount of sourcing, and there are many processes in place, which may evolve as the organization grows. Priorities can shift quickly, so flexibility is essential. There’s a great balance of fun and hard work, but this might not be the best fit if you're not ready for that level of commitment.

Working here has been an incredible experience! We’re a motivated and dedicated team that not only works hard but truly enjoys our work. The camaraderie among colleagues makes each day something to look forward to—we support one another, share laughs, and find ways to keep even the busiest days enjoyable.

One of the most exciting aspects is being part of a rapidly growing organization. There’s a unique energy as we take on new challenges and celebrate new milestones, making it highly rewarding to be part of this momentum. If you’re seeking a place where you can make a real impact while working with passionate, fun-loving teammates, this is the place to be.

That said, the rapid growth brings a fast-paced environment that can sometimes feel overwhelming. The workload is demanding, and priorities can shift quickly to keep up with new challenges. While this dynamic setting can be exhilarating, it may be challenging for those who prefer a more structured or predictable pace.

From day one there was no formal training. The person who was supposed to train me bullied me to the point of crying everyday. There was promise that there would be something done about it but those promises were empty. So much work for two people to do and most of the time one person is left up front while the other is just chatting in the back. There’s no accountability for breaking workplace rules from the handbook. There’s a steep lack of communication in the team when it comes to who is opening or closing. Most days the coworker who was supposed to be opening has been late every day. You will learn a lot but it’s up to you to take notes. If you don’t remember even just one thing the front desk receptionist will take it out on you. Also lots of instances where co workers are taking out their  bad days on other workers. It’s overall not a healthy place to thrive long term. 

The leadership team is truly focused on the company culture and ensuring that corporate employees are set up for success to provide support to our veterinarians and practice team members.  In previous roles at similar organizations, marketing was very siloed, and it was difficult to know exactly what impacted the growth and success of our veterinary practices.  At WVP, I've been exposed to all aspects of the business and have the ability to partner closely with people across the company to make a positive impact.  I am so grateful to collaborate with such incredible people on a daily basis, and I know how lucky I am to work for a company with a female CEO and COO.  The hardest part of the job is keeping up with the growth and expansion, the most enjoyable part of the job is, you guessed it, the people!

What is the best part of working at the company?
Working in vetmed brings together interesting and caring individuals. The team I worked with was great for the most part.

What is the most stressful part about working at the company?
Lack of support. Management, both local and corporate cared more about shortening appointment times for patients (so they could fit more in) remodeling (so they could fit more doctors in) and streamlining the process of getting people in and out than they did about offering support to staff or training. Over a year in and they still didn't have a dedicated training program for new hires or systems in place that were universal for both locations.

What is the work environment and culture like at the company?
Very gossipy. People constantly talked behind each other's backs, management included.

I couldn't be happier with my experience at this company. The environment is incredibly collaborative, fostering teamwork and innovation every step of the way. The people here are genuinely kind and supportive, creating a welcoming and inclusive atmosphere. Our CEO is a straight shooter, always transparent and honest, which is incredibly refreshing and builds trust across the organization.

One of the standout aspects of this company is the strong presence of women in leadership roles. It's inspiring to see such talented and driven women leading the charge and making a significant impact. The management truly puts people first, demonstrating a deep care for employees' well-being and professional growth. Overall, this is a fantastic place to work where caring management and a positive, collaborative culture thrive.

Corporate level employees have a major Drink the Koolaid mentality. They are dishonest and misleading in supporting employee growth and learning to anyone lower than a hospital manager. My expertise and passion to learn has been taken advantage of or not put to good use. I have voiced this to any and all management I can and have been met with empty promises or radio silence. It’s truly disheartening to watch WVP plaster their dedication to employees everywhere and not follow through when hard working employees ask to do more for them.

As a company, they take ages to get anything done. Meetings upon meetings to just get a minor change or clear information on how to do something. It’s very inefficient.

Top Job Titles	Average Salary
Veterinary technician 3 salaries reported	$22.83 per hour
Veterinary assistant 2 salaries reported	$18.00 per hour
Veterinary receptionist 3 salaries reported	$15.83 per hour
Kennel assistant 42 salaries reported	$13.48 per hour
Hospital manager 26 salaries reported	$63,038 per year

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