The amorphous buy-in offer
Beware of potential misunderstandings about sensitive partnership issue
One of the more stressful times in a veterinarian's employment relationship is contract-signing or contract-renewal time.
Emotions tend to run high as each party tries to get what they need and want from the other without offering more to the counterparty
than they can afford in terms of time and money.
During this period, many things are said and implied which may be vague and/or unintentional. This doesn't necessarily mean
that the participants are intentionally misleading but, with excitement and enthusiasm running high, promises and offers are
sometimes made which, in a time of subsequent reflection, may be misinterpreted or overestimated in terms of the other party's
commitment to see things through.
Sometimes these discussions involve things such as health insurance or malpractice coverage. The boss will say that he will
see to it that the new or renewing associate gets "the same quality coverage I have." He may neglect to mention initially
that all associates at the practice pay half the cost of this super policy.
A promise of malpractice coverage may be made, but what the medical director may neglect to mention is that the coverage paid
for by the practice is malpractice liability that covers the hospital and its ownership against malpractice by the associate.
But coverage protecting the associate against his or her own malpractice may not be paid by the hospital, or it might be paid
only for the lowest limits available.
Nowhere, however, does there exist a richer source of mutual misunderstanding in contract negotiations than in the implied
or inferred offer of buy-in or offer of partnership in the practice business.
In order to be as fair as possible to owners and to associates desiring to buy in to a veterinary practice, I would like to
describe the thought processes as I have identified them in the many such deals I have helped arrange. Then, I will describe
some specific realities for associates to consider in dealing with a less-than-concrete offer of eventual partnership.
The way in which misunderstandings usually unfold in this area is as follows: Springtime arrives, and practice owners are
faced with the need either to add an additional associate or to replace one who decided to move on.
A new graduating class is emerging, and the hospital owner is now in the situation of having to contact veterinary colleges
and classified advertisers in an effort to arrange interviews (of which there are likely to be many).
Eventually, the applicant pool narrows itself down, and the final discussions begin between potential associate and potential
employer. By now, the owner may be sick and tired of taking all the time required to go through this process and begins to
think hard about how nice it might be to have a permanent doctor instead of a string of nomadic associates who never seem
to stay put very long.
So when the final interviews occur, that vague desire to "take on someone more permanent" translates into a vague verbal suggestion
of eventual possible partnership made to one or more of the finalists for the associate position. The owner usually mumbles
something along the lines of "...and if the chemistry is right, in a couple years we would look at the possibility of a buy-in..."
But what is said and what is heard may well be quite different.
The owner is simply thinking out loud. He is speaking "mid-daydream," imagining the new grad sitting before him turning out
to be just as committed, just as hard-working, just as patient-focused and just as bottom-line oriented as he is (or fancies
himself to be). He imagines, "if this guy is as together and on top of it as he seems, maybe I might just someday be willing
to offer him a share of the practice..."
The associate hears something different. The words are the same, but he begins to model an imaginary future with this practice,
one where he works hard and shoulders responsibility and even takes on a fair share of management duties, probably without
extra pay. The goal, of course, is to develop "sweat equity" and score points with the owner such that, in a few years, he
can cash in on that "offer" to buy a portion of the practice's equity.