Chaotic, unprofessional leadership, micromanagement, highway to burnout - Veterinarian Sploot Veterinary Care Employee Review

I truly enjoy working for Sploot because it’s clear that the company cares about the people who work here and values our input. Even though Sploot is still a relatively new and growing company, leadership has consistently shown a willingness to listen to feedback and ideas from the team and make meaningful changes based on what they hear. It’s rewarding to see suggestions from those of us working on the floor translate into real improvements that benefit both employees and patients. I’m also proud to be part of a team that holds itself to such a high medical standard. Sploot places a strong emphasis on learning and professional development, offering in-house continuing education opportunities and CE allowances that support the growth of nurses and the entire medical team. Being part of an organization that is committed to both exceptional patient care and the development of its people makes Sploot a place where I feel valued, supported, and excited to continue growing my career.

One challenge of working at a newer, rapidly growing company like Sploot is that change is constant. Processes, workflows, and policies are often evolving as the company grows and adapts to the needs of both the team and our patients. While many of these changes are positive and stem directly from employee feedback or organizational growth, they can sometimes be difficult to adjust to, particularly for team members coming from more established organizations with long-standing systems in place. The pace of change can occasionally create uncertainty or require additional flexibility as teams learn and adapt to new ways of working. That said, these changes are typically made with the goal of improving the employee experience and delivering the highest quality care possible.

The support staff and many of the doctors I worked with were genuinely kind, hardworking people who cared deeply about patient care. The clinics themselves are modern and aesthetically impressive.

In my experience, the operational model places heavy emphasis on maintaining a very fast-paced schedule and expecting doctors to become independently productive very quickly, often at the expense of sustainability and support. The onboarding process felt extremely accelerated (2 days) given the volume of operational systems, workflow expectations, pricing structures, and policies new doctors are expected to absorb while simultaneously managing a full appointment schedule. There was minimal protected administrative time built into the day, and multiple doctors openly discussed routinely finishing records, callbacks, and other responsibilities outside scheduled working hours. The culture also felt heavily dependent on constant self-advocacy in order to obtain basic workflow support or schedule adjustments rather than those protections being proactively built into the system. During my time there, frequent conversations among both doctors and support staff about people leaving the organization made turnover feel notably common and normalized within the workplace culture. Leadership was receptive in conversation, but many concerns ultimately felt reframed as individual adaptability issues rather than structural workflow concerns. While some accommodations were eventually discussed, it often felt reactive rather than preventative. This may be a good fit for doctors who thrive in a very fast-paced corporate environment with significant autonomy early on. For those looking for a more collaborative, sustainably paced culture with stronger built-in support and mentorship, this may not be the best fit.