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Veterinary Blueprints
The Veterinary Blueprint Podcast is all about taking the blueprint of industry experts and breaking it down in short, digestible episodes you can use to take your practice to the next level. Join host Bill Butler as he interviews experts on client and practice management, financial strategies, human resources, and more. Gain valuable insights and stay ahead in the veterinary field by tuning in to tips from successful experts inside and outside the veterinary industry.
Veterinary Blueprints
Hiring For Fit In Veterinary Medicine
Hiring doesn’t have to feel like a gamble. We sat down with John Reed, CEO and lead talent acquisition specialist at Supreme Search Specialists, to unpack a people-first approach to veterinary recruitment that prioritizes fit, flexibility, and long-term retention. From culture alignment to the first 30-day gut check, we break down how smart clinics attract the right DVMs—and keep them.
We dig into what’s changed in the last five years: shifting associate expectations, the rise of flexible schedules, and why PTO, mental health, and predictable hours often rival salary in importance. John explains why retained-fee recruiting can push quick, poor matches, and how a pay-on-hire model with extended rebates encourages patience and better outcomes. He also shares practical tactics that reveal who candidates really are—shadow days, multi-voice interviews, and watching interactions with reception teams who know your practice best.
Beyond the “vet shortage” headline, we examine the real forces behind the skills gap as seasoned clinicians move into non-clinical roles. We look at the hidden costs of over-relying on relief staff and how to convert that flexibility into permanent roles that build loyalty. Expect concrete, immediately useful ideas: ask each candidate what matters most to them, tailor packages by person and market, reward loyalty, and keep communication open enough to fix small issues before they become exits.
If you’re a practice owner or manager ready to reduce churn, protect your culture, and build a team that advocates for your brand, this conversation offers a clear blueprint. Subscribe for more practical strategy, share with a colleague who’s hiring, and leave a review to help other veterinary leaders find the show.
Host Information
Bill Butler – Contact Information
Direct – 952-208-7220
https://butlervetinsurance.com/
https://www.linkedin.com/in/billbutler-cic/
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What's one of the number one hiring mistakes you see practices making out there?
SPEAKER_00:I think realistically it's it's hiring the wrong person. Not every person will be right for your practice. I think working with a recruiter is you want to find somebody who's gonna take the time to ask you the questions, not just what the schedule is, what the the package is, but what do you want from a colleague? What's your goal? Do you want somebody who's gonna come in who wants to progress? Do you want somebody who who wants to come in and just do a couple of days?
SPEAKER_02:What's the difference between a practice that that has good retention and one that churns team members? I would say.
SPEAKER_01:Welcome to the Veterinary Blueprint Podcast, brought to you by Butler Vet Insurance, hosted by Bill Butler. The Veterinary Blueprint Podcast is for veterinarians and practice managers who are looking to learn about working on their practice instead of in their practice. Each episode, we will bring you successful proven blueprints from others, both inside and outside the veterinary industry. Welcome to today's episode.
SPEAKER_02:Welcome to the Veterinary Blueprints Podcast. I'm your host, Bill Butler, and this podcast is all about bringing business and entrepreneurship ideas to veterinary practice owners and managers. Today I'm joined by John Reed, the CEO and lead talent acquisition specialist at Supreme Search Specialist, a global veterinary recruitment firm connecting top-tier DVM talent with high-performing practices. He is a frequent speaker at veterinary conferences both here in the United States and in Europe, and is a trusted advisor to practice owners scaling their teams both here in the United States and Europe. Welcome, John. Thank you. Thanks for having me. So we met at uh you actually had me moderate a panel down at VMX, and we got connected there this year, uh 2025, down in Florida. And um, I just think you have a really you've got an awesome team of people. You had a booth down there at VMX, and you're bringing a unique thing to the veterinary community because you're you're taking a little bit different approach um because you're you're obviously from the UK. Your company's based in the UK. So why don't you give our listeners a little bit about who John Reed is and who Supreme Spurt Search Specialists are?
SPEAKER_00:Yeah, perfect. So, yes, we're we're we're based in the UK, but we operate throughout uh Europe and throughout North America. And myself, I've been doing veterinary recruitment for kind of the past 10 years. And uh a few years of working for what used to be the UK's largest veterinary recruiter, I decided to kind of go it on my own. And like you said, wanted to put a unique spin on it and actually start focusing on the people behind the job roles rather than kind of high volume placements and kind of only care about filling vacancies and not actually with the the right quality. So yeah, kind of entered the US market first and we've been steadily growing. I think with our with our approach being different, being focused on people and no pressure agency, really.
SPEAKER_02:Yeah, that was a unique thing. Um, a couple of things that came up during our panel at VMX that that we probably will get into, but you just you approach things um from kind of a service first versus that that you know trying to make money off recruiting model, which I think is is quite prevalent out there, especially in the insurance industry. And so um yeah, I I think you know, just to kind of dive right in, um, with your 10 years of experience recruiting in the veterinary field, what's one of the number one hiring mistakes you see practices making out there?
SPEAKER_00:I think realistically, it's it's hiring the wrong person. And it's it's something that I'm really a big advocate on is that not every person will be right for your practice. And equally your practice won't be right for every um every clinician or uh every kind of support staff. It is about finding the right fit because then people will stay with you longer, will be true advocates of of your your clinic, really.
SPEAKER_02:How big a how big does culture play a role in that, do you feel?
SPEAKER_00:I think massively. I think people get into veterinary medicine because they care, because they they enjoy what they do. So having people around them that have the same vision as them, that the same kind of quality of care, the same beliefs is really, really important. It it you want to be working around people who want the same from you know the the care that they give uh throughout everyone, really, I suppose.
SPEAKER_02:So it's not just a warm body, it's also finding somebody who's gonna fit both clinically but also culturally and and with your team as well, right? Like you know, culture is based in cult, right? You're trying to build a a team of people who are all trying to roll the boat in the same direction. And so trying to find the right fit for that, I think you know, that's probably the$64,000 question that everyone's trying to answer, right?
SPEAKER_00:Yeah, it exactly that. The the the kind of old saying one rotten apple can ruin the whole lot is it is definitely true because having the wrong person in your clinic can affect everyone around you. But equally, if that person has a bad experience with your clinic, the reality is that they will tell other people. They will go the maybe people who they've studied with, people who they see at the conferences or the events. People talk, and I'm sure everyone knows that bad news travels much further than than good news, which is uh a sad story to tell, but it's a true.
SPEAKER_02:So, you know, when when you and your team are are working to find a placement, and you know what's interesting about your firm is you don't work with just uh you know small praxis, you work with some large aggregators all the way down to solo practitioners trying to make their first hire. So you're really a full service recruiting firm specializing in the veterinary field, correct? So you see it all.
SPEAKER_00:Yeah. We we work with some of the the largest corporates in the world, but we also work with the small independent who who might have got that clinic six months ago, 12 months ago. I've even helped somebody who I helped when I first got into vetmed recruitment. Uh I helped him find his position. I've equally helped staff his his hospital here in uh the UK as well.
SPEAKER_02:So you see, like I said, you you see the the the large corporate scale recruitment, massive hiring all the way down to a little bit more boutique side. And so, you know, with that, what trends are you seeing in the um associate vet expectations and how are owners adapting to that?
SPEAKER_00:Yeah, I I think in the in the past, definitely the past kind of five years, recruitment, especially for DBMs, has changed massively. There have been some some new players in the game, and it has changed benefit packages, uh kind of paid holiday, all of that kind of stuff. It's changed the kind of view. And and what we're seeing is that the the kind of smaller independent practices, they just need to be aware that things have changed. They need to be aware what's competitive, what what other places are offering, so they can also bring bring their kind of packages in in line with with the kind of the national average, I would say, or what's expected from the doctors.
SPEAKER_02:Yeah, absolutely. So if you if you're uh you know you're a one doc solo practitioner, you're looking to make your first associate hire, trying to know what the market is for benefit packages. Let's say you worked at Banfield five years ago, you started your practice, you're now ready to make your first hire for an associate or two or three years ago. Just trying to understand what the benefit package is, what 401ks are, you know, how much you're hiring someone out of school versus how much you're hiring someone with five years' experience, like those are all different numbers, right?
SPEAKER_00:Yeah. For sure, packages can can look very different. And they can look very different kind of state to state, different areas of the state. Is that if if you have never hired somebody before, then you definitely do need a little bit of guidance, a little bit of help of what is what is the average now? Because, like you said, if you if you opened your practice three years ago and you were employed three years ago, well, the packages definitely look different today than they did three years ago.
SPEAKER_02:Sure. And so, you know, we when you're working with a placement, and this is one of the things that I just thought I found very interesting from our our panel discussion at VMX was that a question came up during the panel. Uh somebody had asked, you know, well, how do I know I'm working with the right recruitment firm? And you said don't pay a retainer fee, like uh kind of like an upfront fee. Would you describe that uh a little bit and like you know, working with a placement, how that process works, but then also how to some red flags if you're going to work with a recruiter versus just out on your own?
SPEAKER_00:Yeah, I I think from my point of view, the retained model is it's definitely very kind of old heart. It's it's been and gone because it if you get a retained fee, you're under pressure to fill that vacancy. And you're you're under pressure to fill it, like we said, with a warm body, not with somebody who matches your cultural fit, wants to stay with you, has the same kind of belief. You've almost you've been paid for part of it, so you're trying to fill it with anybody. And I think if a recruiter is asking for a retained fee, that would ring alarm bells for me. Because I would think, am I going to get the right person? Does that stop me from getting a direct applicant who comes in tomorrow or next week or from a referral from a friend? Is well, you've already paid that retained fee. So do you take this person who's kind of come knocking on your door independently?
SPEAKER_02:Yeah. Yeah. And I I so I was a military recruiter for so different recruiting, but I was a military recruiter for three years and it was a quota. It was get warm bodies in the National Guard, this right after 9-11. And so it was, hey, can this person join the military? Yep. Are they going to be successful? Not sure, but I need the numbers, so we're going to put them in. Not the worst recruiting stories or you know, stuff that you've heard, but there's definitely when you have that quota, so to speak, you do feel the pressure to try and just get the warm body in the seat to fit the need and then move on to the next one. If it doesn't work out, you won't find out for six, nine, twelve months down the road, maybe even longer, because that practice, if they've got the wrong person on the bus, they tend to have that wrong person hang around for quite a while because they don't want to deal with it. So it's it's easier to just let a bad apple hang around than try and get them out of the bunch. Would you agree with that?
SPEAKER_00:Yeah, and I have I have seen that quite a few times. And what all the uh recruiters do is we're we're taught to to follow up with people. So if we place somebody with somebody, I want the recruitment team to follow up how's things going. Is it what you expected? Is it the right clinic for you? Because if that person comes in, and I've had to tell this to clinics constantly, is that one person who has a bad experience who might not have been good for your practice will tell everyone they graduated with and everybody that they met meet after you, it's almost if you hire the wrong person, don't be scared to to have them leave because you don't want that to affect your your current team and your future team as well.
SPEAKER_02:Yeah, for sure. So you know, behind you it says the friendly recruiter, and I found that to be an interesting tagline when we were hanging out at the booth down at VMX. What does that mean to you and your team when you say the friendly recruiter?
SPEAKER_00:Well, the friendly recruiter, it came from I'd I'd approached a client who I who I'd never met before and I'd never worked with, and they called me the friendly recruiter. And it was a passing comment at the time. And then I went to to VMX a couple of years ago, and somebody else called me the friendly recruiter. And I and I asked them, I said, what does that mean? I've been called that a couple of times. And they said, Everybody calls you the friendly recruiter, because we'll see you chatting to everyone, being nice to people. We've even seen you have coffee with some of your competitors, and we find you really approachable. And they they'd asked me why. And I said, competition in this industry, good competition is good. What you want to worry about is if I'm not talking to somebody, I'm not seeing somebody, friendly for me is just treating people as people, and I think sometimes work-wise, you you get a bit lost in that and you don't realise that the the reception staff, the techs, the DVMs, the hospital managers, they're all people. And how would you treat that person outside of work? Well, you'd be nice to them, you'd be polite, you'd be courteous, and I think if you adapt that in work, it will it'll portray in the work that you do.
SPEAKER_02:I completely agree with that. So, you know, in the recruiting world, right? There's I'm gonna go out and take out an ad and indeed or put put a job post up on different job posting boards or advertise it on LinkedIn or or you know, the State Veterinary Association to try and find a candidate. For practices out there who've never worked with a recruiter before, what does working with a recruiter look like and what is a placement look like working with Supreme Specialists and you know your kind of experience with that?
SPEAKER_00:I think working with a recruiter is you you want to find somebody who's gonna take the time to ask you the questions, not just what the schedule is, what the the the package is, but what do you want from a from a colleague? What do you what's your goal? Do you want somebody who's gonna come in who wants to progress? Do you want somebody who who wants to come in and just do a couple of days? Is actually somebody who spends the time to find out what you are looking for. And when they bring a candidate to you, they can equally tell you what that candidate is looking for, and you can tell that they've actually spoken to them and this person values their work-life balance, or this person values the salary that you're going to offer. It's somebody who takes that extra time to realize what you're looking for and equally what the candidate is looking for as well.
SPEAKER_02:Sure. And so where do you find, you know, obviously practices will reach out to you and say, hey, help us hire. How do you find your pool of candidates to, you know, uh, you know, say, hey, here I've got three possibilities. Where do where do the associates find you, or how do you find associates?
SPEAKER_00:So we are very unique, how you you won't see our job postings on any of the job bots because we post on our internal website, but we go to a lot of the events like VMX, where we're attending AVMA, uh, Western, all of the big events, we go and meet not only candidates who we've helped find jobs, but clients that we've worked with, new potential candidates. We do a lot of networking, but a lot of our bases is on referral. If we find you a really good place somewhere that fits with you, how much well, how likely are you going to recommend that somebody you uses us to help them? I had uh somebody who I'd place maybe four years ago who called me to say they were relocating and said to me, Look, you found me this perfect job four years ago. Can you help me? I'm relocating. Find me a new one. Yeah, find me a new one, right? Exactly. And I think the the biggest compliment I had, uh, which was actually the beginning of this year, is I'd I'd place somebody in a position and she reached back out to me to say, My husband's now looking. Will you be able to help him? And I think that's a massive compliment that you will trust your most loved person to me to help because they've trusted that that person and got what you what you wanted and what you expected, I think.
SPEAKER_02:So, you know, for you and the and the model, it's it's matching the right associate or the right DVM with the right uh practice. You know, from a from a business model, am I paying you a fee for that? Is it is it uh so much down and then so much after a couple months? I mean, how and I don't need the numbers, but like, you know, from a from a recruiting model, I mean, that you talked about a retain fee. What what's the difference between a retained fee and your model?
SPEAKER_00:Yeah, our model is you only pay if you hire somebody. So we'll send you resumes, you'll arrange interviews, you'll meet with them, and you you'll have all of that, and you'll only pay a fee if both you and the candidate agree to employ people. And equally, we we offer kind of rebates, so refunds if it doesn't work out, because we don't want people just to to kind of keep them there. We offer extended rebate periods. So if it gets two, three weeks in and you realize, actually, guys, this this wasn't this wasn't the match for us, then you've got that, you haven't paid a massive fee for that. You will get some of that back and you'll be able to start the hiring process for the right person again.
SPEAKER_02:Usually you know in the first 30 days if somebody's the right fit for your practice or business or not. And if you get past 30 days and you're not sure, uh you probably should really sit down and spend some time thinking about do I really want this person here more than 30 days?
SPEAKER_00:Yeah, and I think this this is something in BetMed that was kind of not apparent for quite a few years, but we're real big advocates of having somebody come in, come in and spend a few hours with your team, because somebody can interview great. And uh I found it myself in my business is that people can interview really, really well, but when you get them kind of sat in the seat in in the office, it's not the same person who interviewed. Yeah.
SPEAKER_02:Don't know if you felt that or yeah, you're like, wait a second, this this wasn't who we talked to. This was the person I spoke with on the phone. This wasn't the person sitting in my office. Um, and I think we can't we talked about that, we spent some time talking about that during our panel about job shadowing, team interviews, having different genders interviews. So if you're hiring a man, have a woman do part of the interview, and vice versa, because they're gonna hear and see and and interpret things in a different way. And so trying to get a mix of all of that into place to get an aggregate versus just, you know, build practice owner, I'm making the decisions, right?
SPEAKER_00:Yeah. And I think you want them to meet as many people because the more people that they meet, the more interactions they have, the more you find out if they will fit with with your clinic really.
SPEAKER_02:That's that culture piece we were chatting about earlier.
SPEAKER_00:Yeah, exactly. I heard it. Yeah. Yeah. I I heard at what one of the events that I attended is hit them with the the reception staff because how somebody talks to the reception staff will show you what kind of person they are. And I really I really like that because I thought that's when they think they're not being watched.
SPEAKER_02:And you know, some of the reception staff that I mean in some of the practices we work with, they're some of the longest tenured employees there. You know, it's not the five-year vet tech, it's the 15-year receptionist who's been a receptionist since the practice opened. That's the person you you kind of want giving you the the temperature test of the new candidate.
SPEAKER_00:Yeah, and I I think that gets overlooked quite a lot because them reception staff, hospital kind of support staff, they're massive. They know they usually are the people who know your business inside out. They know where everything is, they know who looks after what part, they're they're essentially the kind of the the hidden hidden gems within the practices, they know your business really well, and they'll equally know what you're looking for because they would have seen people come and go.
SPEAKER_02:Yeah. Well, that you know, if you've got three associates, uh they might only be seeing a third of your, you know, if you've got three associates and a thousand, a thousand clients or a thousand uh patients, they might only see a third of those patients, but the reception staff are seeing all of the clients come through. And like you said, they just they see the broader picture. Let's chat about the state of the market a little bit. I think there's a lot of talk out there about the current marketplace, veterinary shortages. Is it more complicated than just saying there's a shortage of veterinarians out there?
SPEAKER_00:I would say so, because what what I've seen in my time in BetMed is that we're getting a shortage for a couple of different reasons. And I've seen a big push kind of post-COVID that people that have left the industry and kind of are going into non-clinical roles, and that has caused a massive skill gap. And from my point of view, and what I've been trying to work with is why are these people leaving to go to the non-clinical and trying to work with retaining some of them in the industry? Because they're the people who are who have been practicing for maybe five, fifteen, twenty years, who who have got the good skills, but why are they leaving? And can we kind of keep them to stabilize uh the skill shortage?
SPEAKER_02:And and so, you know, with that, trying to find um candidates because you know, for whatever reason, it it's more complicated than just saying we don't have enough veterinarians. What are veterinary practices overlooking in their hiring practices and and maybe as we chatted about earlier, specifically benefit packages to try and attract um associates to their practice?
SPEAKER_00:I think that there's a big part of um clinics that are offering a lot of kind of ongoing release stuff. And from from my kind of perspective, what I'm spotting is them release staff, they they even work for clinics for quite a long time. But what what I think people are missing is if they can offer kind of a two-day week or even kind of one-day week to a temporary release staff, why can they not offer it to somebody permanent who's gonna kind of be invested in your business, who's gonna stay there and kind of be be a constant throughout? And I think that is something that the practices are missing is if you can offer it to a relief member of staff, why can't you offer it to a permanent member of staff?
SPEAKER_02:Sure. So some of that flexibility, I know, you know, at Butler Vet Insurance, one of the things I, you know, we're a small, uh, independently owned business, and I'm competing with some very large, you know, national corporate insurance groups out there. One thing I can do is is give PTO versus what's some of the large core, you know, they're not going to give as much as I give. And one of the one of my team members says the first time he the first thing he says every time he has a recruiter reach out to him on LinkedIn, he says, What's my PTO package look like? Do I get X number of days? And invariably they say, Well, no, we don't give that many days off. And he's like, Well, lose my number because I, you know, Bill's giving me something that no one else can give me, or and and I want to stay here because of that. So finding those ways to build loyalty, it doesn't always have to be about money. It's flexible, flexible schedules. Um, maybe it's a specific benefit package, maybe it's saying, All right, well, we're gonna have a set of staff that work, uh, we're gonna have clinic hours till 8 p.m. because we're gonna we're gonna have some some clinic staff, and that actually accommodates more. And I'm seeing a little bit more of that with some of the practices I work with.
SPEAKER_00:Yeah, massively. Like I said, 10 years ago, uh, when I first came into the industry, I wasn't seeing this flexibility. Everybody had to do kind of on call, everybody had to do five days a week. It was kind of very strict. And I'm really glad to see that the world has changed, and so is people scheduling. I'm seeing a lot of four-day weeks, I'm seeing not people not having to do them out of hours and giving a little bit more flexibility, which is creating less burnout for the clinicians, and equally less people leaving if you are being flexible.
SPEAKER_02:Yeah. Well, uh, you know, talking about shifts, what are you seeing generationally and geographically shifting within the vet within the vet space veterinary space? What should practice owners pay attention to the case? I'm seeing as well.
SPEAKER_00:Yeah, I'm I'm seeing a lot more three, four-day weeks. And even um clinicians who are wanting to do kind of extended hours, but during them kind of three days or four days, because people are prioritizing their life. It I think very much people have been focused uh about health and about well-being, and not wanting to kind of work five days a week every day and just having a couple of days off there. They're wanting to travel, they're wanting to see different parts of the world, they're wanting to spend more time with their their families. They've I'm seeing the the younger generation, that's what they like. They they want uh almost yeah, how have that that time, that free time. But they are they are still willing to work for it. So like I said, they are happy to do more hours per day, as long as they get more days off, really.
SPEAKER_02:What I've found personally is just asking what's important to them and not thinking that everyone's gonna fit in the same box. And you know, because you might have one person that'd say, I want to stable five-day schedule, I want a salary, I don't want it based on production. I want to know if I show up and work 40 hours a week or how you know, whatever your your basis is, I'm gonna make X, and you're gonna have somebody else say, I want to work a flexible schedule, put me on production, I'm gonna sell the heck out of you know, vaccines, I'm really good at that. I can earn more with less time if you give me the time off. And I think it's important to meet people where they are, and then you can get you know those really good people. Because if you've got a high production person, but they're only working three days a week, that's not terrible, right?
SPEAKER_00:Yeah, and that is what part of our qualifying when we speak to people, we say, What's the most important thing to you? And that's a a really important question because some people might say, the most important thing to me is I can drop my daughter off at school, or somebody might say, The most important thing to me is I want to earn as much as I can within a certain period. And equally, it goes back to not everybody will fit your practice and not every colleague will will uh kind of fit with your culture, because if your brand is about work-life balance and supporting people, well somebody who wants to come in and will work all the hours that it that it can and wants to earn as much, they might not fit well with that place, but they might fit well with somewhere that is more high production. And equally the other way around, sure. Somebody who's looking for a better work-life balance is not gonna fit in somewhere which is high production, you know. Money doesn't make everything okay, uh which I think some people think, yeah, if we've got a problem, let's throw a bit more money at it, but actually let's look at what that person wants. Yeah.
SPEAKER_02:So, you know, talking about the retention piece, then how can you know shifting to uh a leadership and retention component for veterinary practice, how can leaders think beyond hiring and retain uh team members long term? Because you know, you invest a lot to bring somebody on board. How do you how do you invest and then and then retain them?
SPEAKER_00:I think feedback and open communication, because you you might have somebody somebody in the practice that you think is really happy, but how often do you actually just ask them, how's your week, how's things going? You know, ask a little bit about their personal life is it's sometimes in the in the age that we live in, a lot of things is computerized, which has helped a massive amount, but it doesn't it doesn't it shouldn't take away that personal sit down and ask somebody how's your week? How how are you finding things at the moment? You know, that little bit of chatting to people, and if there is an issue with somebody, don't let it sit there. If if somebody has an issue and you can solve that issue, then solve it, which sounds very simple, but often is very much overlooked.
SPEAKER_02:Yeah, there's a famous Theodore Roosevelt quote, and it's nobody cares how much you know until they know how much you care. And it's just showing interest and caring for your team uh a little bit versus just like I know everything, this is how we run the practice.
SPEAKER_00:Yeah. Because again, John, we work so much.
SPEAKER_02:Yeah, absolutely. Um, so this is this is probably the the the wrap-up question. Um, from a recruiting perspective, obviously finding talent is is a huge thing. Retaining talents probably equally, if not more important because he's invests so much to get them. Give me two things. One thing that that you would give that solo practitioner out there looking to make their first hire, what's the one piece of advice you would give them on on looking and hiring their their first associate?
SPEAKER_00:Is make sure it's the right person. Take the extra time to to meet them, to understand what they want. Ask them I can't just enough, ask them what is the most important thing. And if that most important thing is something you can offer and fits well with you, you know, you're you're on good grounds really, but making sure that that hire is the right hire, not just the quickest hire.
SPEAKER_02:Yeah. Sometimes just filling the need actually sets you backwards versus pushing you forwards. Yeah. So that's the higher side. I I think I know the answer on the on the retention side, but um, what's the difference between a practice that that has good retention and one that churns uh churns team members?
SPEAKER_00:I would say the communication, you know, asking people and adapting. Sometimes you do need to adapt. If you've got somebody there who is a kind of a golden nugget, you want to keep them as long as possible. And you want them people who show loyalty to be rewarded. So if you have got somebody in the practice and you can adapt to keep them, do it.
SPEAKER_02:Yeah. Well, John, thank you so much for the time today. I know that uh this is a huge conversation piece that you can probably talk for four or five hours on. Um, I know that when we got done with our panel discussion at VMX, there was a line of like seven or eight uh veterinarians, um, a couple association people, some large aggregators. There was an Animal Humane Society, I think, out in Colorado, or some kind of shelter who's asking for help. So I know that this is just a huge topic and issue out there in the animal health industry. And um, you know, it's it's great that there are people like you and your team out there looking to help the veterinarians uh fill that need. Um, how do people find Supreme Search Specialists and and um contact you and your team if they're looking for some help with recruiting?
SPEAKER_00:Yeah, so I would say the main place is LinkedIn. You can find me uh on LinkedIn, um, which our LinkedIn page is just Supreme Search Specialists LTD. And you can also visit our website, which is Supremesearch Specialists.com. It has links and contact details for for myself, for other members of the team. We're equally kind of an inquiries page. You can see our job listings on there as well. Um yeah, just contact myself or my brother-in-law Nick, he he kind of does a lot with the US veterinary market. So he's also a very good contact to have.
SPEAKER_02:Yeah, I just I was impressed with you overall, your team, um, your caring. And I know that you're just you're passionate about helping veterinarian staff their practices with with good people, and uh you're open to those conversations or just that, like I said, that one tip or one piece of advice. So um, if you're out there looking for help, uh hiring and retaining uh veterinarians that you're practiced, um, there's a lot of resources out there, and and John and his team at Supreme Search Specialists are one of those resources. Well, thanks for joining us again, John, and uh really appreciated the conversation.
SPEAKER_00:Yeah, thank you for that. Having me it's being a pleasure.
SPEAKER_02:All right, as always, remember to like, share, and review the podcast with your friends out there in the veterinary community. It helps uh spread the message of business entrepreneurship out there in the veterinary community. Thanks for listening to this episode of the Veterinary Blueprints Podcast.
