Burnout can be a real signal for veterinary practice owners, but it should not automatically lead to a rushed sale. This article explains how burnout-driven exits, strategic sales, and restructuring options require different deal structures and conversations.

Revenue can rise while profit quietly slips. This article breaks down margin compression in veterinary hospitals, where it hides, why volume alone will not fix it, and what owners should review before it impacts practice value.

If two vet hospitals do the same revenue — but one has 30% locked into wellness plans, auto-ship, and recurring diagnostics — which sells for more? It's not even close. That's recurring revenue, and it might be the single most under-built lever in independent veterinary practice today.

Inventory discipline is one of the most overlooked margin levers in veterinary practice ownership. This article explains how better par levels, vendor consolidation, expiry tracking, and shrinkage controls can improve profitability, strengthen EBITDA, and help practice owners prepare for a stronger sale.

Should you sell your dental practice to a DSO or an independent buyer? This article breaks down the tradeoffs behind each path, from cash at close and equity rollover to EBITDA, transition timelines, control, and what you want life to look like after the sale.

Hygiene production is one of the first numbers buyers look at when evaluating a dental practice. A strong hygiene department signals patient retention, recurring revenue, and a healthier practice valuation.

Raising prices isn't greed — it's stewardship. Learn how to protect your veterinary hospital's profit margins with strategic, targeted fee increases that sustain excellent care without losing client trust.

Many associate veterinarians quietly consider hospital ownership, but exploring that path too openly can create tension in your current role. This guide explains how to prepare for veterinary practice ownership strategically, build the right advisory team, and protect your associate position while planning for long-term opportunity.

Many associate dentists quietly consider practice ownership, but exploring that path too early or too publicly can create tension. This guide explains how to think about dental practice ownership strategically, build the right advisory team, and protect your associate role while preparing for future opportunities.

Many veterinary and dental practice owners focus on minimizing taxes each year. But aggressive tax strategies can distort financials, weaken reported earnings, and reduce practice value at sale. Here’s how the “tax trap” develops—and how to protect long-term enterprise value without sacrificing smart tax planning.

Veterinary hospitals operate differently from most small businesses, and those differences directly impact profitability, taxes, and long-term value. If your CPA doesn’t understand how vet hospitals really work, your financials may be telling the wrong story. Here’s why veterinary-specific CPA experience matters and why January is the smartest time to make a change.

Dental practices don’t operate like typical small businesses. From associate compensation to collections and EBITDA, the wrong CPA can quietly cost you real money. Here’s why dental-specific accounting matters and why the start of the year is the smartest time to make a change.

Starting a conversation with a veterinary broker doesn’t commit you to a sale. It gives you perspective. The first call is about understanding your hospital’s value, your timeline, and your options. When you lead with curiosity instead of pressure, you gain insight into how buyers and lenders see your practice and what steps can strengthen your position over time.

The new year is a smart time for practice owners to step back and focus on what actually moves the needle. From cleaning up financials to making simple facility improvements and understanding true practice value, these three practical resolutions can put dentists and veterinarians in a stronger position for the year ahead—whether growth, stability, or a future transition is the goal.

If you’re selling your dental or veterinary practice and come across an “advisor” claiming their services are free because the buyer pays the fee — stop and ask questions. What sounds like a perk can actually be a major conflict of interest that costs you real money. Here’s what every seller should know before signing on.

Too many deals fall apart, not because the business isn’t strong, but because the seller’s expectations don’t line up with reality. In this blog, we share a real example of a practice that looked great on paper but never got to closing, and the lessons every seller should learn before going to market.

When an owner starts thinking about selling, the first question is usually, “What’s my practice worth?” That’s an important question—but not the first one you should be asking. The real starting point is making sure you are ready: financially, mentally, and strategically.

When it comes time to sell your practice, the numbers aren’t enough. Buyers aren’t just purchasing equipment and financials — they’re buying confidence that the team will stay, the clients won’t leave, and the transition will be smooth. At Wicklow, we help practice owners prepare, position, and transition so they can maximize value and close with certainty.

We say this often at Wicklow, because it’s a critical distinction that many buyers (and even some advisors) miss. When a corporate buyer or private equity group is evaluating a multi-doctor practice, they want to know what the business throws off in pure operational profit—before interest, taxes, depreciation, and amortization.

If you’re exploring practice ownership, one question comes up every time: “Should I buy an existing practice, or should I start one from scratch?” The real answer is: it depends on you — and the vision you have for your future.