Building Systems That Work When Your Team Is On The Move - Lessons from WoofDoctor on Wheels

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THIS WEEK’S GUEST
Katie Whalen - Practice Manager, WoofDoctor on Wheels

In this edition, we sit down with Katie Whalen, Practice Manager at WoofDoctor on Wheels, to uncover her practical approach to building sustainable processes in a growing mobile veterinary practice with lots of moving parts. Katie offers candid insights from her journey from veterinary assistant to practice manager, sharing real examples of how systematic improvements have driven their impressive client satisfaction scores (NPS 92). Whether you're a mobile practice or traditional clinic, this Q&A delivers actionable strategies for building processes that actually stick. In our conversation, we discuss:

• The journey from traditional practice management to mobile veterinary operations

• How to identify when processes need documentation (and how to create SOPs people actually use)

• Real examples of process evolution and improvement, including their ultrasound scheduling transformation

• The impact of solid processes on team confidence and client satisfaction

• Practical strategies for building sustainable systems that grow with your practice

Let’s dive in 👇🏼

ENTERING THE VETERINARY INDUSTRY
Background on Katie and Her Journey

Q: What led you to transition from PR to veterinary medicine?

Katie: I actually have a bachelor's degree in something completely unrelated to veterinary medicine. I went to school for public relations and advertising, thinking I might want to be a PR person for a sports team. After realizing that wasn't the path I wanted, I enrolled in a veterinary assistant program through a local veterinarian. This led to my first role at Twin Maples Veterinary Hospital, where I started at $8.75 per hour. Despite the modest beginning, I saw it as an opportunity to learn and grow in the field.

Q: How did your early experience shape your approach to practice management?

Katie: At Twin Maples, they had this incredible “levels program” - the more you learned, the more responsibilities you had, and the higher your pay became. I went from being a vet assistant to their leadership team in about four years. The practice had 50 employees and handled nine surgeries daily on top of sick visits and regular appointments, so I really learned the importance of having clear processes. During my final year there, the practice was acquired by NVA. When my husband got a job opportunity in South Carolina, it made sense to transfer to another NVA practice there, where I took on the role of practice manager.

Q: What brought you to WoofDoctor?

Katie: After managing an NVA practice on Hilton Head for two years, I was looking for something closer to home as I was thinking about starting a family. I had actually met Dr. Cifranick a couple of years prior at a veterinary conference. When I reached out to him in 2022, he was at the point in his growth journey where he needed someone to help systematize operations. It was perfect timing.

Key Takeaway: A strong foundation in structured operations, combined with diverse practice management experience, can prepare you for the unique challenges of scaling a growing practice.

IDENTIFYING PROCESS NEEDS
From Two-Person Team to Growing Practice

Q: What was your "aha! moment" in recognizing the need for structured processes?

Katie: When I joined WoofDoctor, Dr. Cifranick and Jess had systems that worked perfectly for a two-person team. But as we started bringing new people on, we realized we needed to make everything clearer and more consistent. The biggest revelation came when new hires expressed confusion about processes that seemed obvious to the original team. In a mobile practice, you can't just walk up to someone and ask a quick question - we needed to make sure everyone could work confidently on their own.

Q: How do you identify when a process needs documentation?

Katie: I look for patterns in day-to-day operations. If I'm constantly getting questions about the same topic, that's a clear sign we need better documentation. It's not about people not paying attention - it's about us not being clear enough. Another big indicator is when I see inconsistencies in how different team members handle the same task. This is especially important in a mobile practice where we need everyone to deliver the same high-quality care, even when working independently.

Q: What role does team feedback play in this process?

Katie: Being a new company means we go back to the drawing board often because we're all still somewhat "learning as we go." This actually encourages more team feedback. I always tell our team that they're the ones doing this every day - it needs to make sense to them. If something isn't sustainable or isn't creating efficiency, then it's honestly probably not going to be done consistently.

Key Takeaway: Listen to your team's pain points and watch closely for patterns in questions or inconsistencies – these are your best indicators of where processes need improvement. The key is creating systems that are both clear and sustainable.

DEVELOPING EFFECTIVE PROCESSES & MEASURING SUCCESS
The Evolution of Systems

Q: Can you give an example of how you identified and improved a specific process?

Katie: Our ultrasound appointment process is a perfect example. Initially, we had what seemed like a good system - send an email with instructions and confirm the day before. But we kept getting calls from confused clients who hadn't seen the information. It turned out many weren't reading their emails. We made one simple change: asking clients their preferred communication method - text, email, or call - during scheduling. This small adjustment made a huge difference in client preparation and satisfaction.

Q: How do you know when a process is working effectively?

Katie: We look at several indicators. Obviously, our NPS scores (92 for the vet team and 82 for the tech team) are important metrics. But I also watch for day-to-day signs: Are we getting fewer questions about the same topics? Are new team members able to work confidently on their own? Are clients well-prepared for appointments? Being a new company means we go back to the drawing board often, which actually encourages more team feedback. Though it's tedious to keep updating SOPs, seeing the results makes it worth it.

Key Takeaway: Sometimes the most effective process improvements come from simple adjustments based on real-world feedback and observations. Success should be measured both quantitatively through metrics and qualitatively through team confidence and client satisfaction.

IMPLEMENTING CHANGE
Making Processes Stick

Q: What's your approach to creating SOPs that people actually follow?

Katie: I focus on making them as clear as possible - simple enough that anyone could understand them, regardless of their experience level. We use screenshots, step-by-step instructions, and clear language. But most importantly, we involve the team in the process. They're the ones doing the work every day, so their input is crucial. Though it can be tedious to make changes to SOPs, it's incredibly rewarding to see the results when they make us efficient, instill confidence in our team members, and are sustainable long term.

Here are Katie's suggested steps for improving processes in your practice:

1. Start Small

• Choose one area where you consistently get questions

• Document the current process, even if it's informal

• Get input from team members who do the work daily

2. Make It Clear

• Use simple, clear language

• Include visual aids when possible

• Think about someone brand new trying to follow the process

3. Test and Refine

• Try the process with new team members

• Gather feedback regularly

• Be willing to make adjustments

4. Monitor Results

• Track relevant metrics

• Listen to team feedback

• Watch for signs of improvement

Key Takeaway: The best processes are developed collaboratively with the team and focus on clarity and sustainability rather than perfection.