Welcome to our “DVM + MBA Spotlight Series” series, where we‘re hearing from veterinarians who’ve combined their passion for animals with serious business chops. From running multi-doctor practices to climbing corporate ladders, they’ve done it all—and now they’re sharing their secrets.
Dr. Chris Simmons, a second-generation veterinarian, didn’t rush into following in his family’s footsteps. He was determined to carve out his own path first.
Growing up in his parents’ small animal hospital and pet resort in South Florida, he admired his dad’s knack for creating memorable client experiences. Smiling, he recalls how they used to make custom ID cards for dogs, featuring their photo against a beach backdrop with vaccination reminders — an early lesson in blending care with creativity.
Drawn to medicine in general, Chris was torn between human and animal healthcare. Ultimately, his dad’s innovative approach to entrepreneurship and the ability to infuse his own personality into the business tipped the scales in favor of veterinary medicine.
After graduating from the University of Florida, Dr. Simmons returned to his family practice, working alongside his father for six months. However, he quickly realized that he didn’t share his dad’s passion for scale and had a burning curiosity to live somewhere other than where he grew up. Once it was clear he wouldn’t be taking over, his dad sold the practice to a large veterinary group, and Dr. Simmons soon moved to Atlanta.
At that time, he wasn’t yet thinking about opening his own practice. Dr. Simmons was focused on being a good associate but, after a change in management, unexpectedly earned a promotion to chief operating officer at a 24/7 general practice and emergency hospital. This career success, however, was soon overshadowed by personal tragedy. After losing his parents and a close friend in a series of unfortunate events, Dr. Simmons found himself at a crossroads.
Just when he needed it, an email from his alma mater about an online MBA course landed in his inbox. It was this small nudge that sparked his dream of launching his own business. So, he put his stethoscope aside and spent the next two years as a stay-at-home dad and a full-time MBA student during the pandemic.
Today, Dr. Simmons runs a veterinary clinic under his own name — Simmons Veterinary Clinic — which he describes as a “lifestyle venture.” We spoke with him about the role of effective communication in business strategy, the importance of letting go of sunk costs, how to make the new generation of pet owners love your practice and why narrow scope can be strategic.
The following are snippets from our conversation in his own words:
“The MBA gave me space to explore my curiosity about business thinking and ideation”
My problem-solving mindset helped me earn my promotions. After a management change and a lot of departures at the practice where I worked, I found myself as the youngest and only male associate in a 12-doctor practice. I didn’t want to just stand by and watch others handle the pressing issues, especially when the structure had fallen apart. I started by taking over scheduling and, over a couple of years, worked my way up to chief operating officer.
One thing I realized early on was that I didn’t want to work in a corporate environment. It often means losing flexibility and agency because key components of really effective corporatization include hierarchical structure and mass standardization.
I decided to get an MBA partly because I needed a productive stopgap during my non-compete period. And it gave me the chance to be more present at home and help my wife with our kiddo, which I wouldn’t have been able to do otherwise. It also provided space for me to explore a side of my brain I’d always been curious about — business thinking and ideation.
I started my MBA with the plan to open my own practice afterward. I kept an idea journal throughout the program, constantly jotting down ideas for my future business.
My program was entirely virtual, but I attended an orientation and took one elective in person later on. The price was reasonable. Not the cheapest, but not the most expensive either. The program’s asynchronous platform was a big plus, allowing me to watch lectures on my own schedule. With a 4-month-old at home, that flexibility was crucial.
I explored several alternative programs, including ones at Mercer, Florida Atlantic, and even a few in North Carolina. Ultimately, I chose the University of Florida because of my familiarity with the school, having already earned two degrees there.
If you’re considering an MBA, really think about your goals. It’s a significant financial investment.
If you plan to work full-time, look for an executive or asynchronous online program. Mine was two years, and I’d recommend a longer program for anyone who’s working. There’s no real reason to overload yourself when you’re already working.
An MBA might be right for you if you’re aiming to work within a large industry group or want to manage a territory and need to deepen your business acumen. If you’re starting your own business, a mini MBA might be sufficient for a basic grasp of accounting and essential economic theory.
Reflecting on my previous management experience, I realized that miscommunication was the root cause of the staff’s reluctance to change. For instance, when I proposed an improvement like a new check-in sheet and scheduling system, the team immediately shut it down. For that team, it was easier to stay in discomfort than to face the uncertainty of change. Even if that change was likely to be better. Had I properly strategized around this truth, I likely would’ve been far more effective.
I took a professional writing course as part of my MBA that has been foundational to my communication skills. One key approach from that course is the ROAiM method, which stands for Reader, Objective, Action, and iMpression.
It taught me how to strategize communication effectively. Now, when I frame things for my small staff, I think through the ROAiM lens: Who’s my reader? What are their tendencies, needs, and wants? Next, I clarify my objective — what I’m trying to convey and the message I want to send. I then decide on the action — what I want my reader to do once they understand my objective. Finally, I consider the impression I want to leave: Do I want them to hear a firm directive, or do I want them to feel understood and supported?
Ultimately, a lot of business strategy boils down to whether you can communicate effectively.
In addition to managing finance and handling accounting, an MBA teaches you to craft a value proposition. My favorite class was entrepreneurship, where we built a “business” in a week, focusing on value propositions, core problem-solving, and strategic marketing.
Marketing is often the missing piece in many vet practices. If you’re starting your own business, avoid the common mistake of saying your value proposition is just “we practice great medicine.”
No one visits a vet practice expecting average medical care. Good care is a given, not a differentiator. Instead, focus on what makes your business uniquely you, how it can be sustainably built around your strengths, and the core problems that you aim to solve.
The new generation of pet owners doesn’t want a transactional experience — they want to understand why your practice exists and feel connected to your brand.
When choosing my marketing channels, I follow the “Get, Keep, Grow” path. Right now, I’m focused on the “Get” phase, but retaining and expanding customers are also key parts of this strategy.
The idea is to understand the customer journey: First, they need to be aware of your practice. Then, they must find you interesting and consider you among their options. After deciding to choose you, they need to feel good about their choice. Each of those steps offer opportunities to create points of familiarity and parity that allow you to attract and keep customers.
I created a subjective scoring system for local clinics, combining Google reviews with insights on how people talk about different practices. I mapped out where each clinic stood based on subjective scores and assessed where I wanted to position myself. This process highlighted a few key areas for differentiation, with digital touchpoints and Fear Free medicine standing out as ways for me to truly make a unique impact.
One insight I gained from the MBA program is the importance of market segmentation. Many hospitals see their market as anyone who owns a pet, but that’s basically everyone.
My target is very specific: tech-savvy millennials who view themselves as pet parents rather than just pet owners. These clients deeply care about their pets, value a calm experience, and appreciate seamless digital communication.
My advice to new practice owners: be lean. I made the mistake of investing in a surgery and dentistry suite that I wasn’t able to even use for nine months because I don’t do anesthetic procedures and we had super low volume.
Don’t skimp on real estate. Ensure your location fits your needs and desired area. Being lean is still a key component, but make sure you have functional space and an environment that can be built to match your branding.
Business education gave me the confidence to stay calm in the first year when things went wrong or my forecasts didn’t pan out. It helped me identify the reasons behind issues, so instead of panicking, I could understand what wasn’t working and fix it. A key to calmness and confidence during that first year is to investigate sunk costs through curiosity and learn from them. Dwelling on past thoughts or mistakes will only hold you back.
My MBA is paying off in terms of peace of mind and mental health as an entrepreneur. It’s also enhanced my ability to pivot.
“Kindness can be a strategy if you wield it as such”
We often make our teams wear too many hats. Veterinarians shifting from ER to surgery to puppy visits to euthanasia, all within 15-minute appointments. It’s hard for them to feel comfortable serving clients when they feel like just a cog in a machine. Kindness can be a strategy if you wield it as such. A narrower scope (no ER, for example) and longer appointment times can create space for service and fulfillment in (what can be) a really tough field to work in sometimes.
I want people in my generation to feel confident about starting a small business. You don’t have to go big to be successful. You can earn well with a sustainable, smaller-scale approach that feels rewarding. A narrowed scope and scale can be a great advantage.
Building your value proposition around your personality and strengths is the most sustainable way to create a strong, lasting culture.
