I qualified as vet in 1999 from Glasgow University. I initially worked in mixed practice in the borders before buying my own practice in 2003 and becoming small animal only. In 2017 we joined IVC where I stayed on as clinical director. Shortly afterwards I took on a support role alongside my Clinical Director role, allowing me to support other practices. In 2022 I moved to take an Area Director role in my home patch in Glasgow, before then having the opportunity to join the RVD team as Regional Veterinary Director for Scotland, NI, IOM and NE England.

What motivated you to continue developing your career within IVC, and what has kept you here?

For me, the biggest benefit of being part of IVC is the network it has opened up – from our first BSM to the then Country Medical Director, and the many vets, nurses and clinical directors I have had the privilege to work alongside, I have been able to support others and be supported myself to grow and develop. At every level of the business I have met people that genuinely inspire me both clinically and from a leadership perspective. In practice, the importance of working as a team is paramount, and I have seen that replicated at each stage of my journey and so still feel very much part of a team!

How did your perspective change as you moved from clinical practice into senior leadership roles?

Moving into senior leadership felt a bit like being back as a new graduate – there was so much to learn. It has allowed me to see much of the work that goes on ‘behind the scenes’ for example in creating the wealth of learning resources we have. I got to know the people involved and had a much greater awareness of the talent we have not just in our practice teams, but in all other areas of the business. I am fortunate to work with a large number of practices and it has really brought home to me how we all face the same challenges and there is so much we can do to work together, support each other and learn from each other. In practice, it can be easy to at times be stuck in your own bubble but the benefits of being part of a bigger network are significant and I love seeing our practices collaborating and supporting each other.

What does a typical day or week look like for you as a Regional Veterinary Director?

I’m not sure there is a typical week – no two weeks are the same! While there is a core structure of meetings, strategic overview, bigger projects such as the Care Frameworks and supporting the practices across my region with our clinical strategy, a significant amount of time is also spent responding to people and clinical challenges as they emerge. Some days are spent at the laptop and others at area meetings or visiting clinics across the region.

How do you create and maintain a positive, supportive environment across your teams?

I am a strong believer in practice of having a ‘one team’ approach – every member of the team from support team, nurses and vets have an important part to play. I believe culture must be at is at the heart of all we do – you can have the best strategy possible – but without the culture to carry it, it dies a death. Whether in a clinical role or operational – I think creating an environment where it’s ok to acknowledge when things don’t go to plan, and learn from it, but equally to really celebrate each other’s successes is essential.

What do you think are the key qualities of an effective leader in the veterinary profession?

I think leaders need to have a strong understanding of clinical practice and standards, but equally the emotional intelligence to recognise the pressures that veterinary teams work under on a daily basis. Like any business there needs to be the ability to know when to challenge but be able to do so with compassion. With so much change within the wider profession – adaptability and resilience are key!

What advice would you give to vets who are interested in progressing into leadership roles?

Get involved in any project you can – within your own practice and in the wider group. Reach out for support and mentors – get to know your area and regional team – your AD, RVD, the QI team. Communication is key – make sure your line manager knows your aspirations, be open to feedback and equally with regards what support you would like to develop.