52
One thing the couple has learned is
not to wait to terminate employees who are not performing up to standards. “We’ve had some people who just
weren’t a good fit and, for assorted rea- sons, we kept trying to make it work or didn’t want to fire them,” says Thurston. “Once we made the decision, we always wondered why we didn’t do it sooner. We want to give everyone a fair shake, but we’ve never regretted firing someone.” Another challenge has been managing
their overhead. Originally, the couple planned to reno-
“The big thing is making sure we continue to do an exceptional job with every animal so our clients tell their neighbors and friends and
they keep coming back.” —Geren Thurston, DVM
vate an existing structure but discovered it was not up to code. Aronson is the dreamer and visionary of the family. Thurston, on the other hand, is the pragmatist and penny pincher. The dreamer won out. They tore down the building and
started from scratch. “This was during the height of the
real estate boom,” says Thurston. “Every time we turned around, the cost of mate- rials and labor was going up.” The result is an attractive, albeit high-
overhead, award-winning hospital with large windows, expansive vistas, a koi fish pond and an inviting make-yourself- at-home feel.
The facility also includes the latest in
veterinary technology. Yet, recently, the equipment purchase that has created the most buzz among clients and staff has been, of all things, an ear thermometer. “Five or 10 years ago when ear ther-
mometers first came out, it seemed like they were very inaccurate,” explains Thurston. “We didn’t trust them, and ended up having to take a rectal tempera- ture anyway. “After hundreds of awkward temper-
atures and owners complaining about it, one of our technicians went out and bought one and proved to us that they were highly accurate. “It’s only a $50 thing, but our clients
love them and so do our technicians.” “The doctors know how to listen and aren’t afraid to take action when
someone expresses a suggestion or com- plaint,” says AAHA’s Miller. “That makes their clients and staff members feel even more valued. “Everyone does client surveys, but
P.A.W.S. takes it to another level,” she adds. “They have survey cards avail- able throughout the hospital and encour- age clients to fill them out. If someone includes contact information on the card, [that person gets] a personalized thank you. If [someone brings] up a concern or complaint, the doctors will get back to [that person] explaining what they’re going to do to fix the problem.” “Looking forward, we have to sustain
our growth and carefully watch our costs so we can afford to have this beautiful facility and our great employees and keep things running,” Thurston says. “The big thing is making sure we con- tinue to do an exceptional job with every animal so our clients tell their neighbors and friends and they keep coming back.” Part of their growth plan involves
raising awareness about their rehabili- tation services among their client base and community.
“One of the things Randy struggles with is promoting our business and sus- taining that growth without burning him- self out,” she says.
Despite these concerns, both doctors
realize the importance of being commit- ted to a purpose and providing a positive role model to those around them. “You want to do such a good job that when things don’t go exactly like you want them to, it’s easy to get frustrated,” Thurston says. “We’ve found that every- thing always ends up working out. “Having a good attitude starts at the
top. We strive to show our team that we’re happy to be here, that we’re inspired by and love what we do, and that we know that everyone can feel that. “It requires 24-hour vigilance to be
a great practice and everyone doing the best they can,” she says. “It has to be a day-to-day commitment.”
Jack Sommars is an award-winning Denver-based writer. Trends magazine, September 2011
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