Buyer FAQs

Buying a veterinary practice with Veterinary Sales & Consulting

Getting Started

What does VSC do for veterinarians buying a practice?

We help you find a practice that fits your goals, look past the tax returns to see how it really performs, negotiate the price and terms, and guide you through financing and closing. Our team includes veterinarians and brokers with hands-on practice ownership experience, so we look at a clinic the way an owner would.

Both, but never secretly. When we list a practice, we represent the seller. If you want someone in your corner on a purchase, you can hire us as your buyer advisor. If you are interested in a practice we are already representing, we tell you up front and explain how we will handle it before you share anything confidential.

You’re likely ready if you’re confident in your medicine, interested in leading a team and managing the business side, and have good credit and some savings. Lenders that specialize in veterinary practices often finance most or all of the price for qualified buyers, but having cash in reserve makes you a stronger buyer. Many of our buyers are first-time owners, and we walk them through every step.

An existing practice gives you clients, staff and cash flow from day one, and it is usually easier to finance. A start-up lets you build your own vision but takes longer to become profitable. We help buyers with both paths.

Browse our current listings, then fill out a Buyer Profile and sign up for Listing Match Emails. When a new practice matches your criteria, we let you know, often before it is widely marketed.

Sellers need to protect their staff, clients and reputation while the practice is for sale. Once you sign a confidentiality agreement (NDA), we share the full practice profile.

Evaluating a Practice

What numbers matter most when evaluating a veterinary practice?

Gross revenue alone can be misleading. Look at true earnings (SDE or EBITDA), revenue per doctor, active client count and new client trends, and how much revenue comes from services versus pharmacy and product sales. Together these show how healthy and sustainable the practice is.

Tax returns show what was reported, not the full picture. Owners often run personal expenses through the practice or undercharge for services. We review the practice management software data and daily operations to find the practice’s true earning power and any hidden weaknesses.

Price is usually based on the practice’s adjusted earnings multiplied by a market factor. That factor depends on location, size, number of doctors, growth, equipment and the type of buyer. A fair price leaves enough cash flow to pay you a competitive veterinarian’s salary, cover your loan payments and still earn a return.

It makes doctor coverage one of the biggest risks in any deal. Check how many veterinarians work there, who produces the revenue, whether associates plan to stay and whether relief coverage is in place. A practice that depends on one doctor who is leaving carries more risk.

Review three years of financials, production by doctor, practice management reports, payroll and staff agreements, and the condition of key equipment like radiography, ultrasound and anesthesia machines. Also review the lease or building and any state facility or radiology requirements. Your CPA and attorney should be part of this step.

It depends on your budget and long-term plans. Owning gives you control and builds equity, and many practice lenders will finance the building along with the practice. Leasing lowers your upfront cost, but review the lease terms carefully because they directly affect what the practice is worth.

Financing and Closing

How do most veterinarians finance a practice purchase?

Most buyers use a lender that specializes in veterinary or healthcare practices. These lenders understand veterinary cash flow, often finance most or all of the purchase price for qualified buyers, can include working capital and usually move faster than a general bank. Many deals also include a seller note.

Yes. A seller note can bridge a gap in price or financing and shows the seller believes in the practice. Your lender will set rules on how the note is structured, such as when payments can start, so it needs to be planned with the lender from the beginning.

An LOI is your written offer, covering the price, key terms and timeline. Most of it is non-binding, but exclusivity and confidentiality usually take effect when you sign. Exclusivity should be long enough to cover due diligence and lender approval, often with an option to extend.

Plan on roughly five to eight months for an individual buyer. Most of that time goes to due diligence and lender underwriting. Landlord approvals and licensing steps can add time.

Usually, yes, but plan for it. In an asset purchase, employees are typically rehired by your new company, so old employment agreements may not carry over. Meet key team members after the LOI and have a retention plan ready for closing day.

Often, yes. Many sellers stay on for a period, sometimes working as an associate, to introduce you to clients and staff. The length and terms are agreed as part of the deal.

Still have questions? Call us at (888) 462-4047.
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