Throughout the twists and turns of my professional journey, one thing has remained consistent: working alongside fellow scientists and veterinarians. And I wouldn't have it any other way.  There are so many great things about collaborating with this group of professionals. They are naturally curious. They ask questions others overlook. They are committed to evidence, lifelong learning, and solving complex problems. They care deeply about outcomes, whether that means advancing science, improving patient care, supporting clients, or leading teams. They bring a level of dedication and purpose to their work that is both rare and contagious.  Quite simply, I have been fortunate to build my career alongside some incredibly talented people, and I suspect I will spend the rest of my professional life seeking opportunities to do more of the same.

Over the years, however, I've noticed a common challenge. As careers progress, many scientists and veterinarians find themselves moving further away from "doing the thing" they originally trained to do. The excellent clinician becomes the practice owner. The researcher becomes the department leader. The subject matter expert becomes the executive. Suddenly, success depends less on formulating the perfect diet or successfully diagnosing and treating a patient and more on people leadership, strategy, finance, operations, communication, and business development. It's a transition that can feel uncomfortable, frustrating, and sometimes even isolating. The skills that made someone exceptional in their field don't automatically prepare them for the responsibilities that come with leading a department or business.

I've been there. And helping others navigate this transition successfully is where I find some of the most meaningful work. I enjoy helping highly skilled professionals navigate that transition - translating business concepts into practical action, building confidence as people leaders, creating scalable systems, and helping organizations grow without losing sight of the mission that inspired them in the first place. What this work ultimately translates to is developing enough efficiencies and capabilities within the team to allow these experts more time to get back to doing what they love.

If you're a veterinarian, scientist, practice owner, or technical expert finding yourself pulled into the business and people side of leadership, I'd welcome the opportunity to connect and share ideas. Sometimes the next stage of growth isn't about becoming something different - it's about gaining the tools to amplify the expertise you already have.