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Most advice about selling a veterinary practice is focused on the obvious things: market conditions, interest rates, multiples, buyer demand – and of course, all of these matter. But the truth is, the single most important signal that it might be time to sell isn’t in the numbers at all. It’s in something far quieter: the way your practice makes you feel.
For many veterinary practice owners, there comes a moment – sometimes gradually, sometimes all at once – when the thing that once gave life and purpose begins to feel… flat. The mornings that used to excite you now feel routine. The thrill of growing your client base, building your team, developing your systems, and mastering every challenge has faded. You’re still successful. On paper, the practice is thriving. But deep down, you notice that something is missing.
Philosopher Alan Watts often spoke about this phenomenon in a way that feels uncannily relevant to practice ownership. He explained that much of human desire is tied to pursuit itself: the chasing, the striving, the sense of movement toward a goal. It is the pursuit that energises us. And once the goal is reached, or the game stops being challenging, the old excitement disappears.
In other words, when nothing brings you joy anymore, it may not be that you are burnt out or failing. It may be that you have outgrown the phase of life in which the pursuit itself provided your primary satisfaction. This is not a negative signal; it is a natural transition. The practice that once defined your identity has fulfilled its role. You’ve done what you set out to do.
This insight reframes the question from “When should I sell?” to “Am I ready for the next chapter?” It shifts the focus from chasing the market or timing a perfect deal to recognising the internal signals of completion.
Because here’s the paradox: the best time to sell is often when your veterinary practice is still strong, systems are in place, your team is established, and growth potential remains for the next owner. Not when you are desperate to leave, and not when the numbers are declining.
Think of it this way: the pursuit of building a veterinary practice is energising, but maintenance, no matter how profitable, does not provide the same fuel. Owners who wait until they feel exhausted or frustrated risk leaving value on the table and selling from a position of reaction, rather than choice. The practice itself doesn’t need to decline for it to be time to step away; sometimes, the timing is dictated by something more personal than financial.
Watts’ teachings remind us that happiness – or fulfilment – cannot be chased directly. It is a by-product of engagement, awareness, and presence. Similarly, the satisfaction of a career is not in the business itself, but in how it shapes your life. Once that shaping is done, once you’ve achieved what you set out to do, the signal to move on becomes clear.
In practical terms, this means recognising the subtle cues: the quiet mornings that no longer excite you, the repetitive tasks that feel heavier than they used to, the sense that your energy could be better spent elsewhere. These are not signs of weakness or failure; they are signs of readiness. They tell you that your next phase is waiting.
Of course, practical considerations still matter. Buyers, market conditions, and multiples will influence the exact timing of a sale. But a healthy, thriving veterinary practice is easier to sell, more attractive to buyers, and often more lucrative when the owner is leaving by choice rather than necessity. Selling from a place of readiness, rather than desperation, ensures that you leave both value and legacy intact.
And what comes next? That depends entirely on you. Some veterinary practice owners choose to slow down, travel, spend more time with family, or explore long-postponed interests. Others seek new challenges: mentoring younger veterinarians, investing in other practices, expanding into consultancy, or building a new venture. The point is, the opportunity to step away while the practice still thrives gives you the ultimate reward of success: choice.
I’ve guided practice owners through the sale process, often beginning the journey years before the transaction itself. Having also built and sold my own businesses, I bring first-hand insight into the critical factors that influence timing and value.
If you’re considering your next move, whether now or in the years ahead, I’d welcome a confidential conversation.
You can contact Carl
carl@practicesales.com.au
0416 190 000
Carl Burroughs is the Founder and Managing Director of Professional Practice Advisory and its brokerage division, Professional Practice Sales. Over more than 25 years he has personally owned, expanded and sold professional practices of his own, founded a dental corporate group, and advised hundreds of practice owners on growth, strategy and successful transitions. Today he brings that lived experience to owners across the veterinary, dental, medical, legal and accounting professions — because he believes you're not simply selling a business; you're selling your life's work. And that deserves to be done with care.
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Great article ! Very well described what I feel.
Wonderfully said, Carl. This article really highlights the importance of considering many factors, some personal and some commercial, when a practice owner is thinking of selling.