I may be slightly biased, but I want to talk about one of the potentially most valuable people in a veterinary practice: a great practice manager.

Now, before anyone comes after me, I recognize that not every veterinary practice needs (or can afford) a dedicated practice manager. Depending on the size of your practice, you may have a lead technician, office manager, or another trusted team member handling many of these responsibilities, and that’s perfectly fine!

I also firmly believe that practice owners should never become so dependent on their managers that they lose visibility or control over their own business. Owners should always maintain access to bank accounts, QuickBooks, payroll systems, vendor agreements, passwords, and other critical business information. Trust is important, but so is oversight and those two things aren’t mutually exclusive.

With that said, a savvy, trusted practice manager can be an absolute game-changer for your practice’s financial health. And I’m not just talking about someone who makes the schedule, handles client complaints, and keeps the wheels from falling off.

I’m talking about someone who understands that the everyday decisions made inside a veterinary practice directly affect its bottom line.

They Understand Labor Costs Are More Than Just a Number on a P&L

A great manager doesn’t simply look at payroll and say, “We’re over budget. Cut hours!”

They understand the relationship between staffing, efficiency, patient care, and revenue.

For example, if Wednesday afternoons consistently have fewer appointments, maybe that’s an opportunity to adjust staffing. But if your veterinarians are routinely waiting for technicians to become available, cutting labor could actually cost the practice money.

The goal isn’t always achieving the lowest payroll possible; it’s about utilizing the greatest value from the team you currently have in place.

They Catch the Little Things That Quietly Eat Away at Profitability

Missing charges, excessive inventory, expired medications, inconsistent discounts, and overlooked price increases may seem insignificant individually. Collectively? They can add up quickly.

Imagine a manager discovers that technicians routinely perform nail trims during appointments, but those services aren’t consistently being charged. Or that a frequently used medication has increased significantly in cost, yet the hospital’s selling price hasn’t changed in two years.

Neither situation requires a dramatic overhaul. Just someone paying attention, asking questions, and following through.

They Understand That Revenue Doesn’t Always Equal Profitability

A hospital can have its highest-grossing month ever and still struggle financially.

A financially savvy manager asks why revenue increased and what it actually cost to generate it.

Did revenue increase because doctors saw more patients? Because fees increased? Because the hospital added additional staffing or overtime?

For example, adding Saturday appointments sounds like a great revenue opportunity. But if the additional payroll and operating expenses outweigh the contribution from those appointments, the hospital may actually be worse off financially.

More revenue is great. More profitable revenue is better.

They Help Turn Financial Reports Into Everyday Decisions

As your CPA we can identify opportunities in your financial statements, but someone inside the hospital needs to help turn those recommendations into action.

If pharmacy costs are climbing, a manager can investigate inventory practices, purchasing habits, and missed charges. If dental revenue is declining, they can evaluate scheduling availability, treatment-plan follow-up, and client communication.

They’re connecting the financial numbers to what’s actually happening on the hospital floor.

They Protect the Owner’s Time Without Replacing the Owner’s Oversight

One of the greatest benefits of a strong manager is allowing the practice owner to spend more time practicing medicine, developing their team, or simply enjoying life outside the hospital.

But delegation shouldn’t mean disengagement.

The healthiest owner-manager relationships include regular financial conversations, clear expectations, appropriate approval limits, and shared access to essential business information.

A great practice manager doesn’t have to be an accountant, and they certainly don’t need to know everything about running a business.

What they do need is curiosity, accountability, good judgment, and a willingness to understand how everyday operational decisions affect financial performance.

And practice owners? Your responsibility is to give them the information, training, and authority they need to succeed while maintaining appropriate oversight.

Because financially healthy veterinary practices aren’t built by watching numbers alone. They’re built by people who understand what those numbers mean and know how to turn that understanding into action.

Have you identified someone at your practice who you can help grow into the position? Let’s talk about it! mbingham@gpvetadvisors.com

Written by Meghan Bingham, CVPM