It’s hard to believe I have been in this profession for over 54 years. The first paycheck I received was from Dr. Terrance Claypoole on Dec. 6, 1969. My hourly rate as a kennel assistant was $1.25. I worked 20.75 hours that week, so my gross pay was $25.93. Dr. Claypoole helped establish the New Haven Central Hospital for Veterinary Medicine in New Haven, Connecticut. It was a unique set-up because all the doctors had their own outpatient facility, while surgery, hospitalization and 24-hour care occurred at Central Hospital. I worked for
Dr. Claypoole through high school and during my college summers. After starting as a kennel assistant, I worked as a receptionist, veterinary assistant and, finally, his office manager.
After college graduation, I was asked to become the hospital administrator. Back then, only veterinarians supposedly knew how to run a hospital, so who was this non-veterinarian kid overseeing a 24-hour practice? Fortunately, I succeeded, and Central Hospital grew. I served as the hospital administrator for 10 years, and to this day, Central Hospital is known as one of the premier veterinary practices in the country.
Another Growth Spurt
In those days, non-DVM managers had few, if any, administrative resources. Practice managers needed an organization that could provide education and a communication network, which led me to found the Veterinary Hospital Managers Association. We started with 13 members, a hand-typed newsletter and a forms bank where people could share documents they used in their practices. Today, the VHMA has over 5,000 members and provides amazing services. Indeed, it is the organization I had always envisioned and more.
As the years rolled on at Central Veterinary Hospital, the practice’s reputation became well known. In fact, Veterinary Economics magazine ran a cover story highlighting the hospital’s success. The editor, John Velardo, asked me to present at the VetEc Hospital Design Conference in Orlando, Florida. I had never lectured, let alone to a group of veterinarians, so I spent three months preparing for my one-hour presentation. I arrived with 3-by-5 cards, slides and handouts. I remember standing in front of the group, behind a lectern, and being so scared. I was sweating and wondering what the heck I was doing. I somehow got through that hour, but I received negative numbers when the attendees evaluated all the lectures! I had two options at that point:
- Never lecture again (which is what I preferred).
- Develop my lecture skills.
Never one to give in, I decided to work on my public speaking. Being a brave man, Velardo asked me back the following year to lecture again. I did. My presentation was better than the previous year’s, and I didn’t receive a negative rating. I considered it a win. Velardo also asked me to write a monthly column in Veterinary Economics. If I recall correctly, the cover featured a cartoon picture of Superman, and my article was on how and why a non-DVM should manage a veterinary practice. I have written articles monthly or every other month since then.
Going All In
Toward the end of my tenure at New Haven Central Hospital, other practices asked me to visit to see how I could help them. It came to the point where I had to decide whether to stay on as a hospital administrator and limit my consulting or go out on my own and provide full-time management consulting services. As you probably know, I chose the latter and founded Veterinary Management Consultation (VMC Inc.). Remember that a non-veterinarian telling veterinarians what to do was unheard of in those days.
They say fear is one hell of a motivator, and nothing could be more accurate. Not having a guaranteed paycheck and relying solely on yourself is a humbling yet exhilarating experience. VMC started with just me and Barbara Hoffman, my assistant. Before the pandemic and VMC’s sale to Mission Veterinary Partners, my company had four consultants and nine support staff. In addition to consulting, I lectured at state and national meetings. I also presented a business development course at over 20 veterinary schools every year. I particularly enjoyed the course because I have always felt that if I was to make a difference in this profession, it needed to start in veterinary schools.
Along the way, I published three books — one translated into Japanese — and helped develop the certified veterinary practice manager (CVPM) program within the VHMA.
Many people helped with VMC’s success, but I could not have done it without:
- Diane Elsbury, my assistant of 30-plus years.
- Monica Dixon Perry, a previous owner of VMC. and one heck of a talented lady.
- Sheila Grossidier (now Sheila Opperman), my partner in business and life.
Absolute Resilience
A lot has changed in the veterinary industry over the years. Back in the day, we didn’t have internet pharmacies, corporate practices, computers or much of the technology we take for granted today. Many people thought the profession wouldn’t survive after PetSmart introduced veterinary services into its stores. When internet pharmacies started up, practice owners were worried about the financial impact. And let’s not even talk about corporate practices and the fear that mom-and-pop veterinary practices will be gone forever!
Yes, a lot has happened within this profession over my almost 50 years of involvement — some good, some not so good. But the care and compassion our profession has for animals has never changed. Ours is a revered profession. Think about how many children say they wish to be a veterinarian when they grow up.
I have said many times that this profession brings the most caring and wonderful people to it. I will never forget taking a busload of 50 Boy Scouts to summer camp. Upon our arrival, no one was around to let us into the camp. What did I do? I got on the phone, called local veterinarians and told them about the situation. Within no time, they arranged for a church to put up the boys for the night and for the wives to deliver dinner. They didn’t know me or have to do what they did, but they are the kind of people our profession attracts.
Making a Difference
I have always said I wanted to make a difference in this profession before I leave it, and I hope I have. I am very proud to have founded the VHMA and initiated the CVPM
program, elevating the job of veterinary practice management. I introduced the concept of ProSal, which I think is the fairest method of veterinarian compensation. I’ve taught many, many veterinary school students the basics of practice management. I had the honor of co-presenting with
Dr. Jim Wilson at the schools and learning so much in the process. I have lectured throughout the world, meeting amazing people along the way. “The Art of Veterinary Practice Management, Second Edition” was my third book
co-authored by my wife and the most amazing person on this earth, Sheila.
Michael Aubrey, the CEO of Mission Veterinary Partners, said that at his funeral, he doesn’t want people telling his children how great a businessman he was or how much money he made. Instead, he wants them to hear how great a father and humanitarian he was. I agree. Nothing makes me prouder than having someone tell me that what I taught them at a meeting or seminar profoundly affected their practice or life.
Unfortunately, it’s time to move on. This article is my last in Today’s Veterinary Business.
Thank you to all the wonderful people I have come to know over the years and to a profession that allowed me to be a part of it, even though I was not a veterinarian. A big “Thank you!” to all of you. It has truly been my honor and privilege, and so much fun.
HOW TO BECOME A CVPM
The next opportunity to achieve certified veterinary practice manager status through testing is the week of April 15, 2024. Application deadlines, other examination dates and more information are at bit.ly/47Y1ktZ.
After taxes, just over 20 hours of work earned Mark Opperman $21.49 in 1969.