There’s a story making its rounds in the veterinary and legal worlds right now: A UK court just ruled that a veterinary practice unlawfully discriminated against a client, Ms. Bailey, when they banned her from returning, partly because of her gender-critical beliefs. She’s a friend of J.K. Rowling, and the practice knew it. They said it was about her behavior, but the court found the evidence didn’t support that alone.

You might be thinking, “Well, that’s the UK. Different laws. Different systems.” Or “J.K. Rowling… I can’t even with that.” But here’s why this matters to us in a HUGE way, right now, in veterinary medicine:

We have a blind spot in our profession around terminating client relationships. This court ruling sets a precedent that should have every veterinary leader looking closely at how and why we terminate client relationships. We can’t afford to be sloppy or inconsistent if we want to protect our teams and our practices

When weekend coverage falls apart, it’s tempting to blame a “work ethic problem” or cling to the idea that everyone has to suffer like we did. But let’s be real: martyrdom isn’t a leadership skill, and it’s not a staffing strategy either. Humane scheduling isn’t about going soft—it’s about building a team that lasts.

Making a career change is exciting—new opportunities, fresh challenges, and room for growth. But what happens when the hardest part isn’t the job itself, but missing the coworkers who became your friends?

After eight years of daily conversations, inside jokes, and shared wins, leaving my job meant adjusting to more than just a new role—it meant redefining my support system. Change, even when it’s the right move, comes with a mix of emotions: excitement, uncertainty, and the unexpected challenge of maintaining relationships outside the workplace.

In this article, I’m sharing my personal experience with career transition, the reality of missing work friends, and how I’m navigating this new chapter while embracing growth. If you’re going through a career shift, you’re not alone—let’s talk about the ups, downs, and everything in between.

Too often, leaders in our field feel stuck between two extremes. We think we have to choose between being strong and decisive or empathetic and people-focused—as if we can’t be both. Spoiler alert: That’s a false choice. Leadership isn’t about picking a side. It’s about finding the balance that helps people (and practices!) thrive.

If you’ve ever had the privilege of leading a high performer—someone who goes above and beyond, tackles challenges like they’re an Olympic sport, and makes everyone around them better—you know how special it is. High performers are the heart and soul of a team. They’re the ones you trust to step up, think big, and get things done…

But here’s what I want you to hear loud and clear: it’s not a bad thing. In fact, it’s a sign that you’ve done something right. You’ve helped someone grow so much that they’re ready for their next chapter. And while letting them go might tug at your heartstrings (or your to-do list), it’s an opportunity to be the kind of leader who builds people up—even if it means sending them on their way.

2024 was my transition year, both personally and professionally. While there was a lot of growth and change for Uncharted Veterinary Conference, much of my year was spent immersed in the nuance of projects, conferences, summits, and community events. It wasn’t a year of big, splashy achievements or intense hustle. Instead, it was a year to breathe, reflect, and recalibrate after several years of relentless personal and professional growth.

I’ve been reflecting on something lately: how often we assume people know what matters to us, or who we are beyond our work or words. So today, I’m peeling back the curtain a bit and sharing three things I wish others knew about me. And, because I’m all about action plans, I’m also exploring how I can share these with others more intentionally.

Having (sometimes) complicated and always interpersonal relationships is a natural part of being a team and working together. As an HR leader, it is critical that each of us figure out how to strike a balance between friendliness and professionalism.