Welcome to our DVM + MBA 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.
It wasn’t just his love for animals that attracted Dr. True to veterinary medicine; it was also the exciting entrepreneurial opportunities the field could offer. Determined to become a business owner, he took on a partnership in his first hospital just a year and a half out of school.
Six months later, Dr. True secured a bigger role at a second location, growing it from a solo practice to a thriving six-DVM hospital. Six years after graduation, he was a partner at three practices in the Chicagoland area, with one of them set to win the dvm360® Hospital Design Competition merit award for its staff-friendly design in 2022.
One of Dr. True’s favorite parts of his work has been building strong, cohesive teams. His passion for leadership inspired him to earn an MBA and start his own consulting firm, True Vet Potential. Through True Vet’s network and consulting services, he helps veterinary professionals acquire essential business skills and practical knowledge to achieve success in ownership and partnership. This business mentorship strategy will soon give way to the True.Vet hospital network, empowering and providing the framework for early-career entry into hospital ownership.
We talked to Dr. True about his career, how an entrepreneurial mindset shaped his journey, and why connecting the clinical and business sides is key to success in both areas. We are sharing the conversation with Dr. True in his own words.
The entrepreneurial opportunities in veterinary medicine were a significant part of why I chose to go to veterinary school. From day one, I made it very clear to my bosses that ownership and partnership were important to me.
I think young veterinarians should start having those conversations early in their careers because it unlocks a world of possibilities and wealth-building opportunities. Getting equity shares at the outset can greatly impact our careers and financial futures.
As a veterinarian and hospital owner, I get to exercise both of my passions: a love for animals and a love for entrepreneurship. However, while some people are natural-born leaders, they are a rare minority. I had to pursue a lot of continuing education to learn how to better manage people and run a business.
Leadership acumen is not taught in veterinary school as much as it should be. Developing these skills requires personal initiative. I made it a priority and encourage others to do the same.
An MBA had always been in the back of my mind. My grandfather, a big role model for me growing up, had an MBA, and I always aspired to achieve one someday, too. I just never found the right time or financial sense to pursue it.
When our hospital group was acquired by a corporation in 2020, I noticed a disconnect between the clinical and management teams. I wanted to bridge that gap. With a healthy relationship and respect between those who handle business and those who focus on medicine, we can truly benefit from each other.
That’s when my thoughts about an MBA resurfaced. I wanted to learn to speak the same language as both sides.
This change also made me rethink how I wanted the next 10-20 years to go. I felt like I was seen as just a high-producing veterinarian, but my ambitions were much higher. I’m a builder; I want to make an impact on a bigger scale. That’s when I took the leap and enrolled in the MBA program at my alma mater, the University of Illinois.
The perfect time to get an MBA is different for everyone. There are programs that let you earn an MBA alongside a DVM, and I initially wished I had done that. But then I realized that I learned so much about business by actually being in the trenches and not just reading about it from books. Having a solid foundation, I could relate what I learned in class to real situations in my practice.
I focused on two specializations: entrepreneurship and mergers and acquisitions. I chose the latter because it’s a hot area in the veterinary field right now, and I wanted to gain a deeper understanding of it.
The MBA program at the University of Illinois is quite disruptive. It not only democratizes education — my entire course cost $24,000 — but it’s also ranked among the top U.S. business schools by U.S. News & World Report and Poets & Quants.
The virtual format made the most sense for me, allowing me to spend time with my family. I don’t feel like I missed out on much; we still had extensive networking opportunities with my cohorts, which was very valuable.
An MBA definitely requires carving out time. There will be sacrifices. A major driving factor for me was proving the doubters wrong. I wanted to show everyone — and myself — that I could do it.
If you’re considering an MBA just because you feel you have to, it might not be the right choice. A veterinarian doesn’t need an MBA to run a successful practice. Most have run their businesses well for years without one, and corporations are practically drooling over their practices, ready to pay extremely high premiums.
Don’t expect an MBA program to offer secret knowledge you can’t find elsewhere. You can find everything you need for free on YouTube, through books, or online programs like Coursera. An MBA is just a more structured way to learn.
However, if pursuing an MBA is something you genuinely want and you’re ready to invest the time and effort, then go for it. Just make sure to approach it in a financially conscious way so it won’t set you back.
“If you want a profitable practice, work on enhancing efficiencies”
My heart will always be with the veterinary side, but now I can also understand what the business people see. If you find a way to build a healthy relationship between people who know business and people who know veterinary medicine, you can create something truly special.
The MBA really broadened my perspective on leadership, especially on how to build a culture that draws people in and makes them want to stay.
I learned how to delegate and step back from the small decisions within the business. Without a supportive and empowered team around you, you’ll never be able to build something on your own.
I’m a big advocate for ownership for young veterinarians, as it can make a meaningful difference both professionally and financially. Veterinarians don’t like to talk about building wealth, but it’s essential for supporting our families, managing loans, and securing our future.
We need to focus on improving efficiency in the veterinary field to combat staff shortages and burnout. If you want a profitable practice, don’t push your DVMs to produce more. Instead, work on enhancing efficiencies.
Being a great leader is even more valuable than having extensive business acumen. How well your business performs financially is directly tied to how effectively you lead it.
