AI Is Here (and it’s not going away!): How Canadian Non-Profit Leaders Can Use It—Safely and Strategically

Practical Ways Non-Profits Can Use AI Right Now

Save Time on Admin & Reporting Tasks

The most obvious way to “dip the proverbial toe” into the AI game is to use it to save time on administrative tasks.  AI tools like ChatGPT, Microsoft Copilot, and Google Duet can help draft board reports, donor letters, grant applications and internal communications.  I’ve found it to be especially helpful for taking meeting notes and creating meeting minutes. 

Resource:  The Project Management Institute has many courses focused on using AI to manage projects. 

Improve Fundraising and Donor Stewardship

For larger non-profits who maintain a CRM system, Canadian tools like Fundraising KIT use AI to analyze donor behaviour, suggest optimal outreach timing and personalize messages at scale.  Evan for smaller organizations who want to increase their resource development activities, it’s worth taking a look at the technology as it develops, because it changes quickly. 

Resource: Fundraising KIT has several free resources on their website – take a look and give one of them a try!   

Strengthen Volunteer Management and Engagement

AI can help smaller non-profits by automating volunteer coordination tasks such as scheduling shifts, sending reminders, and tracking volunteer hours. Some AI tools even analyze volunteer data to identify engagement patterns and improve retention.

Resource:  Check out online systems such as Sign Up Genius and Track it Forward – both systems use AI for components of their analysis. 

Risks to Watch Out For:

Reproducing Bias or Exclusion in Program Delivery

AI systems can unintentionally reinforce systemic inequities—especially when built on biased data or applied without community input. For example, an AI chatbot that only “understands” formal English might exclude newcomers, youth, or people with disabilities. One way to mitigate this risk is to involve those with lived experience in testing the tool and asking “who might this tool leave out?”. 

Data Privacy and Compliance

Uploading sensitive data into free AI tools may violate Canadian privacy laws or funder agreements. Using AI often means uploading data to third-party platforms—sometimes outside of Canada or outside your control. This can expose sensitive donor, volunteer, or program participant information to unintended use. To mitigate this risk only use PIPEDA-compliant tools and ensure that staff is trained properly on what data can and cannot be entered into the system.  Finally, it’s important to communicate transparently with stakeholders about AI use and privacy. 

Overuse and/or Staff Resistance

I’d bet that nearly everyone on your team already has an opinion about AI. Some are likely using it already—quietly drafting emails or brainstorming with ChatGPT—while others may view it as a threat, not a tool, and avoid it altogether. There’s a wide spectrum of engagement levels taking place in the non-profit sector right now. The examples shared in this article are intentionally low-risk and supportive—but even these can raise concerns. To reduce resistance, leadership should be clear and proactive:  AI is here to support your team, not replace it. Involve staff in exploring how these tools can be used safely and meaningfully in your context. When people feel included and informed, they’re more likely to lean in than push back.

Three Things EDs Can Do Right Now to Set the Tone for Safe, Strategic AI UseBottom of Form

1. Pilot Something Small.  Try using AI to draft a policy, write a thank-you letter, or analyze a survey.  Invite a few members of the team to also join and provide feedback. 

2. Create internal guidance. Who can use AI, and for what? What data is off-limits?

3. Connect with peers. Ask colleagues in professional groups what they are doing and how they are using AI in their non-profit.  There are many resources on the internet that can also help. 

Three Questions Every Non-Profit Board Should Be Asking About AI Right Now

1. Are we already using AI tools—and how?
   You might be surprised what staff have already started testing.

2. Do we have the right governance in place?
   If not, start with light-touch principles: equity, privacy, transparency, mission-alignment.

3. Are we supporting strategic innovation?
   AI should be a board-level conversation—not just a back-office experiment.

AI may not be a silver bullet for your non-profit – but it can be a smart tool in the toolbox.  Start small. Stay strategic. And above all, make sure the use of AI strengthens – not sidesteps – the organization’s mission and values. I’m here to help! If you need help looking at how to integrate AI into your non-profit, or developing your AI policy and procedures, reach out to chat!

Is a “good” organizational culture the answer to everything in the workplace?

I’m not an organizational development specialist and let’s face it – people like Adam Grant have been writing about topics like this for years, and it seems there is no black and white solution – because humans (and organizations) are complicated.  That said, do we just throw our hands up in the air and not try to define or improve on organizational culture?   

I – like many of us – have experienced workplace culture from multiple angles. I’ve worked as an employee across a wide range of organizations: large and small, nonprofit and private sector, local and international. I’ve also led teams, projects, and entire organizations—responsible for shaping culture while navigating the day-to-day realities of getting people aligned and moving in the same direction. This diverse experience has given me a broad perspective, and yet, despite the differences in context, the challenges, unsurprisingly, are often remarkably similar.

As I start to unpack this complex topic in my own mind, I thought it would help to start with the basics.  While workplace culture is complex, decades of research consistently identify several foundational factors that reliably contribute to healthier, more productive organizations.  If you’re a leader, and don’t know where to start, I suggest spending some time reflecting on these areas: 

Psychological Safety - A team climate where individuals feel comfortable expressing ideas, admitting errors, or asking questions without fear of retribution.

Trust in Leadership - The extent to which team members believe their leaders act with integrity, openness, and concern for their well-being. When employees believe in the integrity and consistency of their leaders, outcomes such as engagement, retention, and discretionary effort improve.

Fairness and Inclusion (Organizational Justice) - How equitable an employee perceives outcome distributions (distributive), decision processes (procedural), and interpersonal treatment (interactional/informational).  The perception of fairness—whether procedural, distributive, or interpersonal—drives job satisfaction, commitment, retention, and citizenship behaviors.

(Note: This is a big one for me, and one I’ll delve into in future articles.)

Clarity of Purpose and Values - Clear understanding of organizational mission, team purpose, and behavioral expectations (norms). Aligned values and shared purpose give a clear framework for behavior—and reduce conflict caused by misalignment.

Recognition and Feedback - Timely, specific acknowledgment of effort and progress, and authentic, constructive feedback for growth. Consistent acknowledgment and constructive feedback reinforces positive behavior, signals value, and helps people grow. 

If you’re like me, and you buy-into the idea that culture isn’t necessarily the answer, but is the container for everything, these nuanced points can be a bit overwhelming.  If, as a leader you want to prioritize building or improving your organization’s workplace culture – where would you start? 

Here are a few places I would focus:

Be Explicit About Culture During the Hiring Process

Start early. Culture clarity begins before someone joins the team.  Ask yourself: are we hiring for alignment, or only for technical skills?

• Define your organization's values and how they show up in daily work—not just aspirational statements.

• Incorporate behavioral questions during interviews that test for alignment with those values.

• Be honest about what it’s like to work in your organization—don’t sell a culture you don’t have.

Create Space for “Failing Forward”

Everyone says they support learning—but do you have structures that make it safe to fail?

• Build in moments for debriefs and reflection after projects—even when things go well.

• Normalize talking about mistakes without blame.

• Consider hosting regular “fail forward” sessions where teams share learnings from missteps.

Model It From the Top—Even When It Hurts

If leaders want a culture of trust, they must be the first to show vulnerability and take accountability. And this is a tough one – because sometimes protecting your culture means being willing to lose short-term opportunities to preserve long-term trust.  (Hint: this is where a great executive coach comes in!)

• When a leader makes a mistake, own it publicly.

• If a client relationship, funding opportunity, or public image suffers as a result, accept that cost. The alternative—pretending it didn’t happen—undermines everything you're trying to build.

Make Values Visible, Not Just Verbal

Culture is what you tolerate, reward, and ignore.  If your culture really matters, people should see it, feel it and hear it – in every interaction every day. 

• Celebrate behaviors that reflect your values—don’t just post them on your website.

• Address misalignment early, even if it’s awkward.

• Elevate "culture carriers" across the organization—not just senior leaders.

Measure and Revisit

It’s not possible to improve what isn’t assessed.  Culture should be treated as something actively being shaped – not something that just happens. 

• Run regular culture or engagement surveys—but go beyond the numbers.

• Hold listening sessions, staff retrospectives, or anonymous feedback rounds.

• Use what you hear to adjust—not just to defend the status quo.

  Culture matters – even for smaller teams. But for leaders and entrepreneurs immersed in daily operations - especially during start-up - it’s not always easy to step back and assess workplace culture with objectivity. If you're leading a small business, non-profit or health clinic and trying to intentionally build or improve your organization's culture, I can help. Let's book a complimentary 30 minute chat about what's challenging you, and how I might be able to support. If I can't help with the solution, I'll point you in the direction of someone who can!

Diversifying Revenue for Non-Profits in Today’s Economy: Why It Matters More Than Ever

In today’s uncertain economy—where government funding is tightening and competition for grants is intensifying—non-profits are under growing pressure to think beyond traditional sources of funding. For many, grants have become the default (and often only) source of revenue.

Take healthcare as an example: in British Columbia, many “independent” primary care centres rely heavily on grants from health authorities. And while political will currently supports these services, we also know that governments are under increasing pressure to demonstrate fiscal restraint. That means even long-standing funding sources are vulnerable to policy shifts or budget cuts. Grants, while necessary, rarely provide the kind of long-term financial resilience that non-profits need to thrive.

One of the most effective strategies? Revenue diversification.

But before we dive into that, let’s talk about fund development—and why it’s a strategic imperative.

What Is Fund Development, and Why Does It Matter?

Fund development is more than just fundraising. It’s the intentional, long-term process of building relationships, systems, and strategies to generate ongoing financial support. This includes individual giving, grant writing, donor stewardship, fundraising campaigns, and sponsorship development. When approached strategically, fund development becomes a cornerstone of organizational sustainability—not just a task added to someone’s plate when time allows.

Importantly, fund development is not the same as revenue diversification—though the two are closely connected.

Fund development focuses on philanthropic income streams (such as donors, foundations, and fundraising activities). Revenue diversification, on the other hand, is a broader financial strategy that includes all types of income: philanthropic, earned, contractual, and investment related.

In short: fund development is how you build and grow your philanthropic income. Revenue diversification is what your overall funding mix looks like. Together, they support long-term financial resilience.

What Does Revenue Diversification Actually Mean?

At its core, revenue diversification means intentionally developing multiple streams of income, so your organization isn’t overly reliant on one or two sources. This increases financial stability, supports long-term planning, and—critically—frees the organization to innovate and grow.

Many non-profits operate in a constant state of survival, focused on securing the next grant, which is understandable - grants are often the most accessible and substantial source of funding, especially for organizations without a strong fundraising culture or infrastructure. But operating in survival mode can be draining for leadership and the team.  Diversifying the revenue base allows a shift from crisis response into a more empowered, future-focused approach.

What Can Non-Profits Do to Start Diversifying?

Here comes the point where everyone wants to know what to do – what are the list of activities I can do to diversify my organization’s revenue?  As important though are some of the less discussed components that lend themselves to long-term success.  Which is why I’ll talk about those:

Culture Comes First

Perhaps the most overlooked element of fund development and revenue diversification is organizational culture. Non-profits that succeed in this work embed financial sustainability into their DNA. That means:

• Leadership understands fundraising is part of mission advancement—not separate from it.

• Staff see revenue as a shared responsibility.

• The board champions financial health and actively contributes to it.

• The strategic plan names fund development goals alongside programmatic goals.

Culture shift takes time—and intention. But it lays the foundation for everything else. To get started, consider these three strategies:

1. Integrate Fund Development into Staffing Plans

If your organization doesn’t yet have a dedicated fundraiser, start by assigning fund development responsibilities to a team member as a formal part of their role. This should be a supported and intentional shift—not an informal add-on to an already full workload. Fund development needs structure, time, and clear expectations.

When resources allow, invest in professional fundraising capacity. Even a part-time or contract fundraiser can lay essential groundwork: building systems, cultivating relationships, and developing a donor strategy.

That said, fund development shouldn't live in isolation. Team members across the organization should understand that fund development is part of everyone’s job—just in different ways. This doesn’t mean every staff member needs to solicit donations, but it does mean they recognize how their role contributes to the organization’s financial sustainability. Whether it’s sharing impact stories, participating in donor visits, or simply understanding how their work aligns with funder priorities, everyone has a role to play.

To make this approach work, expectations must be clearly defined and properly resourced. Staff need the tools, training, and leadership support to participate meaningfully. When embedded into job descriptions thoughtfully and reinforced through organizational culture, this shared responsibility model strengthens fundraising outcomes and reinforces long-term sustainability.

2. Prioritize Board Engagement

Boards don’t need to be made up of fundraisers to support revenue growth. What they do need is a clear understanding of their role in advancing the organization’s financial health—and appropriate support to do so. This may include:

• Introducing prospective donors

• Participating in stewardship activities

• Advocating for the organization with funders or community leaders

Strong boards also ensure that fund development is embedded in strategic planning and that fundraising practices align with the organization’s values.

3. Explore New Revenue Streams

Once fund development is embedded and the board is actively engaged, the organization is in a much better position to creatively and strategically explore new income sources. This could include:

• Individual Giving Programs: One-time or monthly donations

• Social Enterprise: Mission-aligned ventures that generate income

• Fee-for-Service Models: Offering services at a cost or on a sliding scale

• Corporate Partnerships: Sponsorships, in-kind support, or employee giving

• Membership Models: Recurring revenue in exchange for value-added offerings

It’s highly recommended that leadership teams create a comprehensive fund development plan that includes intentional exploration of alternative revenue streams.

Final Thoughts

Fund development and revenue diversification aren’t quick fixes—they’re long-term commitments. But they are essential if we want our non-profits to thrive, not just survive. Grants will likely remain a key piece of the puzzle, especially in healthcare and other publicly funded sectors. But they shouldn’t be the whole puzzle.

Building a resilient, mission-driven, and financially sustainable organization takes time, intention, and collaboration. In today’s economic climate, that work isn’t just important—it’s urgent.

Is Your Clinic Ready for AI?

Practical Tips to Consider

Disclaimer: I’m not a legal expert or privacy regulator.  This article is to help distill key themes and offer some practical starting points for clinic leaders.

We Create a LOT of Data—But Who’s Using It?

As humans interacting with phones, wearables, and digital health systems, we create copious amounts of data every day.

• The average person generates hundreds of gigabytes of data daily—and potentially terabytes per year (IDC & Seagate, 2020).

• In healthcare, even where patient records and imaging contain rich insights, only 3–5% of this information is actively used to improve care (IBM Watson Health, 2021; Deloitte, 2023).

• A 2023 Canadian Medical Association survey found that only 20% of Canadians feel confident they understand how their health data is being used.

And the truth is—many health providers don’t either.

As AI tools enter clinics and data volumes grow, these transparency and trust gaps are only getting more urgent.

Canada’s AI Momentum in Healthcare

AI is reshaping healthcare in Canada—from drug development and diagnostics to administrative workflows, telehealth, and triage. We're seeing new technologies emerge across research, clinical, and operational functions.

That’s not necessarily a bad thing.

When implemented ethically and safely, AI can help scale research, detect patterns in patient populations, reduce clinician burden, and improve care coordination. It can even enhance administrative efficiency through automated note-taking and scheduling.

But it’s not all smooth sailing.

• Federal AI-specific legislation (like Bill C-27) is still in progress.

• Provincial regulators are updating privacy guidance in real-time.

• And EMR vendors or AI startups may use data in ways clinicians and patients don’t expect—or consent to.

The Privacy & Security Reality for Clinics

Privacy and data security are among the top concerns in AI adoption across Canadian healthcare.

• Only 21% of Canadian physicians feel confident that AI tools can protect patient privacy (CMA, 2023).

• The sector has experienced over a dozen high-profile cyberattacks in recent years—including attacks on SickKids Hospital and Newfoundland’s provincial health system.

• Canada’s privacy regulators are actively investigating how data from clinics is used by vendors, including for AI model training.

For small- to mid-sized clinics, this can feel overwhelming. But you don’t need to be a privacy lawyer to take meaningful action.

What Can Clinic Owners Do?

Here are five practical actions to consider:

1. Conduct a Privacy & Security Review

• Read your EMR’s Data Processing Agreement (DPA) or Terms of Service. Confirm that they won't use any of the data without explicit consent from you and/or the patient.

• Ask whether data is stored in Canada (this affects legal jurisdiction).

• Ensure the vendor isn’t using patient data for AI model training or analytics—unless you’ve explicitly agreed to it (see the first bullet above).

2. Ensure Informed Consent

• If you’re using AI tools (like note-taking assistants), be transparent with patients.

• Explain how their data is used, whether it’s stored, and if it’s shared.

3. Appoint an AI/Privacy/Security Designate

• This could be you as the clinic owner, or a clinic manager.

• Someone who has clear expectations and is empowered to become informed in a quickly-changing landscape.

4. Track Evolving Regulations (see point #3)

• Stay informed about provincial laws (like PHIPA, PIPA, Law 25 in Québec).

• Monitor updates from the Office of the Privacy Commissioner, CMA, and your own professional college or association.

5. Create an AI Policy for Your Clinic

• Even a one-pager outlining how you use AI and manage patient data builds accountability and trust.

Communicating With Patients

Trust is the foundation of all healthcare relationships.

Clearly explain how digital tools and AI enhance care—from reminders and record-keeping to personalized recommendations—while emphasizing your commitment to protecting personal health information.

A Final Note for Patients (really, all of us!)

If you’re a patient reading this, I encourage you: ask questions. You have a right to know:

• What data is being collected

• Where it’s stored

• Whether it’s being used for anything beyond your care

Read the forms you sign when you start with a new clinician. Healthcare is becoming more digital and data-driven every day. The more informed we all are, the better choices we can make—for our care and our privacy.Don’t worry about sounding professional. Sound like you. There are over 1.5 billion websites out there, but your story is what’s going to separate this one from the rest. If you read the words back and don’t hear your own voice in your head, that’s a good sign you still have more work to do.

Be clear, be confident and don’t overthink it. The beauty of your story is that it’s going to continue to evolve and your site can evolve with it. Your goal should be to make it feel right for right now. Later will take care of itself. It always does.

Navigating the Rise of Corporate Care: Support for Independent Veterinarians and Health Practitioners

The Canadian health landscape - for both humans and animals - is changing.

Veterinary medicine and many human allied health services in Canada traditionally had something in common: they were independently owned and operated by the professionals who provided the care. These practices weren’t just businesses—they were cornerstones of their communities. Personalized, relationship-based, and practitioner-led. But in recent years, we’ve seen a growing trend toward corporatization. From urban veterinary hospitals to physiotherapy clinics to multi-disciplinary health centres, large investor-backed groups are consolidating the market.

The Data: A Snapshot of a Shifting Landscape

• Veterinary Clinics: Today, about 1 in 5 veterinary clinics in Canada is corporate-owned, and nearly 40% of veterinarians now practice within these models. (Competition Bureau Canada, 2024)

• Physiotherapy Clinics: Though private practices still dominate, corporate-backed regional chains—like LifeMark (owned by Loblaw/Shoppers Drug Mart)—are expanding rapidly. As of 2025, there are approximately 18,600 physiotherapy businesses in Canada. (IBISWorld, 2025)

• Chiropractic Clinics: Roughly 69% of chiropractors in Canada still operate as sole proprietors, meaning approximately 31% are now part of multi-site or corporate-owned operations. (Canadian Chiropractic Resources Databank, 2024)

What This Means for Independent Clinics

If you’re running an independent clinic, these shifts are more than just headlines.

You might be:

• Feeling pressure to match corporate pricing or hours.

• Struggling to recruit or retain staff.

• Wondering how to plan for growth—or succession.

• Working harder than ever but feeling unsure how to compete.

The truth is, independent clinics still form the majority in most sectors. But the rise of corporate care is advancing—and fast. That creates a strategic imperative for small, practitioner-led clinics to adapt smartly, without losing what makes them special.

Why Independent Clinics Still Matter

Corporatized clinics may offer standardization, access to capital, and marketing muscle—but they can’t replicate the deep community ties, continuity of care, and values-based service that independent providers deliver every day.

Your clinic doesn’t need to become corporate to thrive.  But it does need to be clear, focused, and supported in how it operates, grows, and evolves.

I work with independent clinic owners in both human and animal health—from physiotherapists to veterinarians—who want to stay small, local, and practitioner-led without burning out or falling behind.

Together, we tackle:

• Strategic planning and business model refinement

• Team building and staff retention

• Operational efficiency and process improvement

• Sustainable growth—or right-sizing for peace of mind

I support your clinic’s goals with clarity, calm, and strategy—while always centering the values that led you into care in the first place.

Let’s Connect

If you're an independent clinic owner feeling the weight of change, I’d love to connect. And if you're thinking about starting a practice in today’s competitive landscape—veterinary, physiotherapy, or any of the allied health sectors—but feel uncertain about how to stand out, let's talk.

Together, we can strengthen and protect what makes your vision meaningful, while building the clarity, structure, and strategy your clinic needs to thrive in a changing market.

Send me a message or book a FREE 30 minute conversation. I’m here to support your success.

Is Bigger Really Better?

Why Corporatization Isn’t Always the Answer—for You or Your Practice

It seems these days that everywhere we look, things seem to be getting bigger—bigger brands, bigger businesses, bigger mergers. From grocery stores to healthcare, the trend toward consolidation is accelerating. We’re being lulled into a familiar narrative: bigger is better. More efficient. More secure. More successful.

But is it really?

When it comes to healthcare—whether you're running a veterinary clinic, a physiotherapy practice, or a chiropractic office—bigger isn't always synonymous with better. The rise of corporatized care in Canada is accelerating.  Investor-backed clinic chains are offering standardized services, scalable operations and growth at speed.  It’s easier to be lulled into the “bigger is better” narrative – but is it? 

The real answer: It depends on your values and career goals.

The Financial Picture: What Do Independent Clinics Really Earn?

Understanding the income potential of independently owned clinics is an important part of this conversation. After all, with the rising cost of living, even a $150,000 salary doesn't stretch as far as it once did. While actual revenues vary based on specialty, location, clinic size and other factors, here’s a general snapshot of average earnings across Canada:

🐾 Veterinary Clinics

• Independent vet clinic owners typically earn $150K–$300K+ annually.

• Larger or highly efficient clinics can yield over $500K, monthly revenue - especially in multi-vet models.

• By comparison, associates in corporate-owned clinics may earn $95K–130K, with fewer opportunities for profit-sharing or equity.

🧍‍♀️ Physiotherapy Clinics

• Full-time independent physiotherapists can gross $180K–250K, depending on location and caseload.

• Clinic owners with multiple therapists often generate $500K–1M+ in annual revenue, with margins ranging 10–30%.

• Corporate employers offer steady salaries (~$85K–110K) and benefits, but there are limits to independence.

🌀 Chiropractic Clinics

• Sole practitioners report grossing $400K–600K annually in well-established clinics.

• Profit margins average 25–35%, especially where overhead is tightly managed.

• Corporate-affiliated chiros may earn less, but benefit from less administrative burden.

Corporatization: Pros & Cons

There’s no single right answer when it comes to clinic ownership or affiliation. But there are real differences to consider:

✅ What Corporate Models Offer

• Administrative Support: HR, billing, compliance, and marketing are handled centrally.

• Capital Access: Easier investment in new equipment, renovations, or new sites.

• Recruitment Power: Ability to attract staff with competitive salaries and benefits.

• Scalability: Rapid growth is possible, especially in urban centres.

❌ What You May Sacrifice

• Clinical Autonomy: Corporate policies can dictate treatment protocols, pricing, and appointment times.

• Flexibility: Less control over scheduling, staffing models, or client care decisions.

• Values Alignment: The culture may prioritize efficiency and profitability over personalization.

• Community Connection: Large, multi-site clinics often lack the deep roots of local practices.

Sooo….Is Bigger Actually Better - FOR YOU?

Ask yourself:

Consideration	Independent Practice	Corporate Clinic
Autonomy	High—complete control of care and operations	Limited—must align with corporate policies
Income Potential	High (with risk)—owner profits & equity	Moderate—stable salary, limited upside
Lifestyle & Flexibility	Tailored to your preferences	Standardized; less freedom
Support Infrastructure	DIY or outsourced	Built-in systems and teams
Career Growth	Entrepreneurial—build your own legacy	Managerial track within larger system
Values Fit	Mission- or care-driven	Business- or system-driven

It’s Not Black and White

Let’s be clear: running a small, values-driven practice doesn’t mean turning your back on performance or efficiency.

Independent doesn’t mean disorganized. In fact, most thriving independent clinics do monitor their key performance indicators—things like revenue per visit, patient retention, and staff productivity.

They do invest in better systems, smarter workflows, and clearer processes to grow sustainably and reduce burnout.

The question isn’t:
“Do you want to improve your operations and increase revenue?”

The real question is:
“Who do you want that improved profit to serve?”

In a corporate model, those gains often flow to shareholders or head office.
In an independent clinic, they stay with you—your team, your patients, your community.

So no, it’s not a choice between doing things “the hard way” or “the smart way.” It’s a choice between scaling your practice in a way that aligns with your values—or scaling someone else’s business instead of your own.

The Bottom Line: Choose What Aligns

Corporate care is not inherently bad. For some, it offers relief from the burden of ownership, along with structure, benefits, and career security.

But if your goals include autonomy, community leadership, or crafting a patient/client experience rooted in your own values—staying independent may be worth the extra complexity.

There’s no one-size-fits-all answer. The key is alignment.

🤝 Support for Independent Owners

If you’re reflecting on the right model for your next career chapter—or trying to strengthen your existing clinic—I can help.

Whether you want to:

• Clarify your business model

• Improve efficiency or staff retention

• Plan for growth or succession

• Stay small but sustainable

Let’s build a strategy that reflects your vision—not someone else’s bottom line.

Reach out to book a free 30 minute introductory call. I’d love to hear where you are—and where you want to go.