Rob Montgomery hosts Jharid Pratt, CPA, MST, the CEO of Granite Peak, a leading CPA and advisory firm exclusively serving veterinary practices nationwide.. With expertise in tax planning, compliance, cash flow, and financial strategy, Jharid helps veterinarians make informed business decisions and achieve long-term success.

In the episode, Rob and Jharid discuss the decision to start a new veterinary practice or to acquire an existing practice.  They focus on strategy, planning, and what it takes to succeed as a practice owner.  Rob and Jharid discuss the pros and cons of start-ups and  acquisitions, budgeting and working capital, partnership considerations, understanding practice performance, and practical advice for aspiring veterinary practice owners.

Listeners who want to reach out to Jharid can do so at granitepeakcpa.com and those who want to reach Rob can do so at Rob@RMontgomery-Law.com.

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FULL EPISODE TRANSCRIPT

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Bumper  

Welcome to the veterinary startup practice podcast with Attorney Rob Montgomery, where Rob and his veterinary industry guests seek to demystify the process of starting up a veterinary practice. Since Rob is a lawyer, we need to tell you that this podcast is for informational purposes only, and shouldn't be considered legal advice. listening to this podcast does not and will not create an attorney client relationship. As is always the case, you should formally consult with legal counsel before proceeding with any legal matter. And now, here's Rob Montgomery.

Rob Montgomery

Hello, everyone. I'm Rob Montgomery, and welcome to the Veterinary Startup Practice Podcast, where, as we like to say, we are seeking to demystify the process of starting a vet practice by bringing in experts, thought leaders from the veterinary world, to talk about the startup process, operating and owning a practice, what to do, and sometimes even more importantly, what not to do. I'm really excited about our guest today. It's somebody that I've had the pleasure of collaborating with on some mutual clients, especially recently, an awesome CPA, Jharid Pratt, who is the CEO of Granite Peak, which is a leading CPA and advisory firm exclusively serving veterinary practices nationwide. Jharid and his team bring a unique blend of expertise in business and individual income tax planning, compliance, budgeting, projections, and cash flow planning. Known for his strategic approach to client services, Jharid's leadership ensures tailored solutions that make a lasting impact. With a Bachelor's in Accountancy, Master's in Taxation, and Certificate Master's in Personal Financial Planning from Bentley University, Jharid's knowledge runs deep. Jharid's unwavering dedication extends to his expertise in veterinary advisory, where he possesses an intimate understanding of the industry's unique needs. With a focus on providing tailored financial solutions, Jharid is committed to supporting veterinary professionals and their practices, and we're really excited to have him with us here today. Hey, Jharid, good to have you on the show.

Jharid Pratt

Geez, Rob. I mean, that's a better bio than I've ever given myself, so I appreciate that.

Rob Montgomery

The funny thing is when you do this all the time and then you start to listen about, well, what that you're really an expert, and that's cool.

Jharid Pratt

There it is. I appreciate you having me on here today.

Rob Montgomery

Yeah, so here we are, and I appreciate you taking the time because, as we're recording this episode in what is now—and not to, you know, make you even more anxious—we'll call it the end of December. It's a very busy time for you. I realize that, and about to get busier. So I appreciate you setting aside a little time to record the podcast and share your knowledge with our audience. So, Jharid, here we are at the end of 2025, obviously a big time for you, for your clients, year-end planning. You know, what kind of things, what are some conversations that you're having with your clients? What are some topics and some areas and some sort of general advice that you know is kind of pertaining to a lot of the people that you're advising at this time?

Jharid Pratt

Yeah, absolutely. Like you said, for us, we call this our tax planning season, which obviously leads up into tax season, right? So it's a busy time, which is a good thing. I think when you get into year-end, you know, your phone starts ringing a little bit more. The vendors are reaching out to you. Hey, this piece of equipment, you know, nice discount on it, and it's always an incentive to spend money. And we're all for that. The name of our game is we want to make sure we're minimizing our clients' liabilities. But at the same breath, I think before you just say, hey, let's send out the checkbook in December, there has to be a strategy behind it, right? You know, a deduction is not a reduction dollar for dollar of tax. So when we're spending money, we want to do so in a strategic way. If you're in a, you know, a 22% bracket because your practice is only in its infancy—we're in year two and we're on a high growth trajectory—preserving deductions is actually more beneficial than spending money at year-end, when next year you might be in a higher tax bracket. So year-end strategy, year-end planning, it's not always about just, hey, let's go and buy this piece of equipment. I would say let's make sure we know our effective tax rate. What is our profitability? What is that impact to the household? And then take a multi-year approach. We have a lot of clients this year that are about to enter into pretty substantial renovation projects in their practice as a 2026 item, right? That means we have a lot of deduction next year. Great. If I know I have a lot of deduction next year, let's spend some money this year. Or it could be flipped, where, hey, we just got through a renovation. Well, you don't need to spend more. Let's try to straddle a couple of tax years and really get the most bang for our buck for the dollars coming out of the business bank account.

Rob Montgomery

That's good stuff. I mean, and that's why it's called planning, not just spending. And, you know, spoiler alert—it may not come as a surprise—I'm sure you see these emails too, because you're probably on similar mailing lists that I am, Jharid. And nothing against our equipment manufacturing people and our reps at all. They do a fine job. But the advice coming from that channel seems to be spend lots of money before the end of the year—accelerated depreciation, spend, spend. That may not be the best thing.

Jharid Pratt

Everyone knows what Section 179 is, right? I mean, that's in every email chain. Everyone becomes a Section 179 expert. You know, that accelerated depreciation on the equipment. But again, it doesn't make sense. It doesn't make sense for where your practice is at in its business life cycle. You know, maybe the answer is yes, go and spend the money. But like you just said, it has to be a proactive conversation. Don't be reactionary. The knee-jerk reaction: up, I got more money in the bank than last year. Let's go out and spend X amount of dollars.

Rob Montgomery

Right. Now, I like that. That's the importance of planning, working with a professional who knows your business, your numbers, and is able to give you that advice. So let's just pivot. Let's stay on the tax subject. And I don't want to, you know, be too much tax for our listeners, but there are some topics that I think are important, like you were just talking about. You know, we are primarily gearing toward a startup, or potential startup practice audience here with this podcast. And so, you know, we see, obviously, we're forming professional entities for our clients that are doing startups, typically PLLCs—professional limited liability companies. And so, you know, when we do that, we always say, here's your entity. Now you have to go talk to your CPA about the proper tax elections to make for that entity. And as I said to you before, I don't give that advice because inevitably whatever I say, I feel like oftentimes the CPA has got a different style. They've got their ideas and their strategies, and I hate being wrong when it comes to that. So I just punt that issue. You know, 29 years into doing—30 years into doing this, I should say—I've learned what I should stay away from, and that's one of them. So, you know, walk our listeners through sort of the analysis and what you're thinking about when a client comes and says, hey, Jharid, you know, Rob Montgomery formed my PLLC. I got my startup. He told me I should go talk to you about tax elections. What does that mean, and what's the process for you with that client?

Jharid Pratt

Yeah, and this one is more straightforward nowadays. You know, depending upon the state, I'm assuming you're setting up what you just said, a PLLC, or some states may just be an LLC. The big designation we're talking about is that S election, right? To take your underlying entity—professional or limited liability company—and from a tax standpoint have it be taxed as an S corporation. There are a couple states out there that are absolutes, and usually I don't speak in absolutes here, Rob, like, you know, Tennessee, Oregon. You better give me a real good reason to have that LLC or PLC taxed as an S corporation, because the state tax implications are so negative for being an S corporation.

Most times, though—eight and a half out of 10—we do like the S from inception. Some practitioners will say, hey, you know, go out, start your form as just an LLC or PLC, which the IRS considers a disregarded entity. All that means is it doesn't need a separate tax filing. It gets reported right on what's called Schedule C of your personal tax filing. The benefit to that is year one, we're spending a ton of money. We're building out a facility, we're buying equipment, depreciation, right—what we just said comes back into play. So usually that accounts for a big loss in year one. Not an operational loss, but a paper loss, because the cost recovery of the depreciation is accelerated.

In a single-member LLC disregarded entity, without that S election, usually you're going to get 100% of that loss on your personal return, versus if we go the S election route, it's most likely carried into next year, carried into a future year to offset future earnings. We actually like that. We like that because what happens when you're just starting out? We don't have 12 months of operating income and profitability. You're not at your peak tax rate, right? We're playing in a lower rate than you'll ever be. So to get all of that depreciation in year one goes back to the effective tax rate. We're probably getting that at a 12–10% effective tax rate. That's not good use of deduction. I'd rather, you know, take the election, do an S election, load up on depreciation, but have it suspended, have it stuck in your S corporation for a year until you have future profitability to offset it, and you're using that at a higher tax rate. So it's always going to be, for us, the effective tax rate game. We want deductions, but we want deductions at the best discount, at the best effective tax rate.

Rob Montgomery

Okay, that sounds good, yeah. So that's interesting for me because a lot of times I send them out, but I don't know kind of what the advice is. So that's good for me to hear. And we obviously do things nationally. We have a national audience here too. So, you know, I think it's important for our listeners to realize that this is not an AI prompt thing where you're going to probably get the right answer. If you don't ask AI the right questions, you won't figure out how to get the right answer. So, you know, super important. Again, just as we talk about year-end tax planning, you know, there isn't—this is not one size fits all. You know, as Jharid said, you know, 10—it's kind of like this—but it depends on the person, depends where you are, depends on your personal situation. Because even just to throw out another hypothetical, like you might be somebody that made a lot of money last year personally, that maybe accelerated is good, you know, in that situation, if it's good for that particular person. But you know, it's not one size.

Jharid Pratt

Yeah, I love that you said that because you're right that there are so many outliers. Whether it's you and/or a spouse, you could have a really high-income W-2 earner from a spouse, and maybe it does make sense. So, yeah, I think hammering that one home—that it's don't take anything I say as a one-size-fits-all. There's a second conversation. And you're right, I'm seeing a lot of AI CPAs and AI attorneys popping up here nowadays, but I still question some of their hallucinations.

Rob Montgomery

Well, they're not very good, thankfully.

Jharid Pratt

Thankfully. Job security right now. I hear you.

Rob Montgomery

I like this. I mean, I think a lot of times they get it kind of almost 80% of the way there, which, you know, is unfortunately not good enough in the line of work that you and I do. So for the time being, our jobs are still safe. So, you know, again, we are geared as a startup podcast here, so you can't have any kind of discussion about startup vet practices without talking about the alternative, you know, which is startup or acquisition. And I want to hear kind of what your philosophy is and how you talk to young vets who are entrepreneurial and contemplating practice ownership when they say, like, I want to own my practice. What should I do? What's best? And what does Jharid Pratt tell them?

Jharid Pratt

It's been exciting. This year has been really nice to see because we went through a couple years of kind of helping clients. So obviously, you know, with the corporate market the way it was in ’21 and ’22, 2025 has been the year of either the startup or the acquisition, and we're seeing the appetite for a lot of new grads and/or associates leaving current positions and wanting to jump into practice ownership.

The question becomes, you know, what is right for me? Again, this one is absolutely not a one-size-fits-all either. We're seeing a lot of inventory where there are single-doctor practices popping up, which there wasn’t that corporate market for, which could be a good opportunity for an associate that wants to step into a revenue-generating, already operationally functioning practice.

It depends, though, right? Because some of these practices that we're seeing and doing valuations on—you had a really big producer owner. We're seeing, you know, $1,300,000–$1,400,000 of production on one individual's back, and the seller's expectation is getting as close to one times gross as possible. From the buy side, for an associate, that's not practical. That's not practical. So from an evaluation standpoint, we're actually discounting that a little bit because a buyer is going to come in—especially if they're unrelated to the practice—they're going to not be as efficient from a production standpoint because it's also the first time that they're focusing on doing all the business stuff, right? So we need to look at that through a different lens.

It depends where they are, what they need from a cash flow standpoint as well. If a startup makes sense, we're seeing startups right now—the budget there is like $750,000 on a loan to kind of get in, get built out, get the equipment that you need. Obviously, that's a little bit unrelated to if you're acquiring the actual building as well.

So on a startup—and I'm bouncing around, rambling a bit, so stop me if I'm going on a tangent here—if your mindset is to be a startup, we want to make sure a good budget is in place. A good budget is in place because, you know, nothing ever grows as fast as we want it to. What helps a budget? Good working capital. The day you open the business, there's a healthy amount of reserves sitting in that business operating account. Two to three months minimum at all times is kind of our threshold that we want to be seeing.

So we need to have a budget if you're a startup. In a startup, we need to understand what you need over that first 12 months personally. What do you need to draw out of this practice—not to build personal liquidity reserves, but just to maintain the household? Again, a lot of times when practitioners go into a startup, they come from a base of $150,000 and they need that, or their lifestyle is going to be drastically different. And if revenue is slow to start, we're going to be playing catch-up from the very beginning.

So on the startup side: big on budgeting, big on working capital reserves, big on understanding what that practice owner truly needs. And then on the acquisition side, valuating that practice with the potential buyer. It's really understanding, okay, this might be a highly productive practice. Or on the opposite side, it could be a no-low. And a lot of buyers are attracted to these no-low practices where, obviously by the definition of industry standards, there's not a lot of operating profit, right? And practitioners come and say, hey, I'm going to save this practice. Well, maybe it's a no-low for a reason.

So do we truly understand why? Is geography an issue? Is the concentration of practices around it an issue? Is staff retention a problem? So you need to understand before you just say, hey, I'm going to buy this underperforming asset at $300,000 and maybe it's grossing $700,000–$800,000, bring it up to $1,500,000 and have an appreciation of assets really quickly. Let's hold. I'm not saying that can't happen. We've seen it be successful a bunch, but understand what we're getting ourselves into. Why has it been a no-low? For how long has it been operating like that? What specifically—what levers do we need to pull within those six to 12 months of owning the practice to change course? Because if we're just going in blind and assuming, hey, I'm buying this asset on the cheap, I'm going to save it, I caution that. Because we've seen the savings ones take two years to save, and it goes back to working capital and reserves, and the owner just didn't have reserves in the bank.

Rob Montgomery

Yeah. Well, I feel like that's such a fallacy when people think like there's no-low practices—it's like HGTV, you know, like I'll just buy that cheap and fix it up and it'll be worth a lot more, and I'll have lots of clients and patients and I'll make lots of money. Like, no. You need to, to your point, understand why that practice is in that—let's just call it—distressed situation, because that's really a distressed practice. I mean, if you have a practice that's not making money, that's a problem, right? And some problems are solvable, some problems are solvable but not easily, and some just can't be solved.

And demographics—that's a problem. And location or facility—that's a problem that maybe can't be fixed necessarily if you're stepping into those shoes. And then when you talk about staff and retention, salaries that are inflated—those are not easy problems to solve. You don't just buy a practice and cut everybody's salary and benefits and say, oh, look at this, it's more profitable. Then you're showing up to the office the next day by yourself because nobody works there anymore.

So I think there's sort of an unrealistic expectation. I also feel like when you buy those underperforming practices, you are that much closer to the Mendoza Line, so to speak, right, as they refer to it in baseball. If things don't go well, you are losing money, as opposed to if you have a larger thriving practice. Even if you have to spend more to buy it and service that debt, you're buying oftentimes a better business that's got a larger margin for error, so to speak—where it's a matter of are you making a whole lot of money or just a lot of money? You're not close to that failure line when you're buying something that is more of a performing practice.

Jharid Pratt

One thousand percent. Because I know we're picking on the no-lows there—I think we're not picking on them, but we're highlighting some of the pitfalls. When you're analyzing the P&L, we're accepting some of the seller's numbers as is. But again, why are we buying this? We're buying it to transform it into ours.

So from a buyer's perspective, how much budget are we putting on advertising to change the brand, to change the image, the local image of the practice? That takes time and dollars spent. Oftentimes we see that being missed. We see a benefits package to retain the team—the prior seller might have done nothing. And nowadays, I just don't think that's possible to have no benefits in a practice.

So there's a lot of added costs that don't show up when looking at historical numbers of an acquisition. You're accepting the seller's numbers as they are, but you also have to put in your own. You have to bake in that capital expenditure budget. Maybe it's taking old systems and bringing in new pieces of equipment. All of that needs to be factored into your analysis and evaluation of the practice that you'd be acquiring.

Rob Montgomery

Yeah, so to me, you know, when you talk about all that, what I'm just thinking is that practice that you're acquiring, and you're buying it because there is some existing business there with some clients and patients, you now start to drift into the world that, if you're doing a good startup, even though you don't have that existing revenue, you also don't have that existing baggage either. A lot of times it's easier to start something fresh, and even though initially it may not be as economically beneficial, pretty quickly you may bypass what that no-low practice is doing, and then over the long run you may just blow it out of the water in terms of performance, relatively.

Jharid Pratt

100%. And some things I encourage, if you're thinking about it and you're on the fence on, hey, do I go the startup route or do I go the acquisition route? If you're not already in a practice and you're going to be, you know, currently an associate and you're buying out the owner-occupier, that type of acquisition to me makes sense. Why? Because you already have a look and feel of the clients. You have a look and feel of the staff. They know you. You know the facilities well. You know all the warts, right?

If you're just looking to acquire an unknown business, I would strongly encourage you to do some relief shifts. Have some type of conversation with the seller of, hey, you don't have to announce that we're potentially considering this, but can I do relief for a couple shifts just to truly live in it a little bit and start to identify how the medicine is practiced, how the staff interact with one another.

The other thing we see on the acquisition side—and again, I don't want it to be misconstrued that I'm against acquisition. I think it has its place, as does everything—but you're also buying the policies and procedures, per se, that are in place. I know you're buying the assets of the business, so technically it's all yours, right? But if the seller was used to discounting heavily, well guess what? That's going to be a shock to the clients when you remove the discounting feature that they're used to seeing. So just truly understanding how business had been done is absolutely critical for the buying doctor.

Rob Montgomery

Yeah, and I think to the extent, you know, if there's a quote-unquote easy answer to the question, it's like if you can find a practice that is economically and fiscally healthy, that is similar to the vision that you like and want in the practice, that you don't have to change a lot after you've bought it, then that's a great acquisition. But I feel like the further you get away from that great, perfect acquisition, the more compromises you make and concessions on those types of things—on the vision, on the facility, on the location, on the demographics, on the staff—you start getting into the zone of, well, if I just started this myself in the way, in the place, in the manner that I want, are you going to be better off? And you get to that point pretty soon.

Jharid Pratt

100%. The other thing—and this goes for either option—is also who you're doing it with. Because I don't know how you feel and talk through partnerships, but it has a layer of complexity immediately if we're going into a startup and/or an acquisition with a partner, because now it's two mouths to feed. It's two households to feed. So even more on working capital and budgeting and just being really sure on expectations of numbers if we're entering into either opportunity with another individual that's going to own this thing with us and operate this thing with us. So I just want to call attention to that, because that's another game changer: the introduction of another person.

Rob Montgomery

Oh yeah, for sure. And you know, to me, I'm not a fan generally of partnerships with a startup. I'll hedge that by saying not always—this is not an absolute—but I'm always skeptical when people tell me that, because I want to know that there's some compelling reason to do it. And the fact that we're friends, that does not count as a compelling reason to be business partners and own a practice. There needs to be some sort of complementary situation, and really financially too, that you're going to be able to contribute or bring to the table that is important.

And it's fine to have partners. I think it's great. But maybe you do your startup until you know it's big enough to bring on an associate who can become a partner, because then you've got the thing. It works. It's built. It's generating revenue. It's a big enough operation where you might want somebody else to be involved in a leadership role. There's enough money for them to be able to pay you for half of what it's worth, and for them to still make money after they service the debt. And you're able to take some risk off the table. That works then. It's okay to have it.

But when you have a partner and you don't have any clients, that's not a good situation, right? It's sort of like The Little Rascals sitting in the clubhouse devising a plan about what they're going to do, and there's nothing. They can't do anything. It's almost laughable at a certain point. But I feel like it just raises, as you said—it makes the budget and the working capital that much more important, because now we have to make twice as much money to put each of those partners in the same place. And that's tricky.

Let me just kind of go back to generally—we were talking about working capital, especially in the startup space. I feel like this is where it's just so important to surround yourself with good advisors that understand the industry, what you need, what you should be borrowing, what you should be spending. You can't just let your startup go and be dictated by the realtor, the lender, and the equipment rep. That's a bad way to go.

And again, not throwing shade at any of those people. Their jobs are to do those things. So you need somebody who has a good understanding of the finances of this, who's going to give you good advice as to, okay, this is a good expense. This is what you need to spend money on. This is what you don't. Because it's not also about borrowing the smallest amount of money. Like you said, you need working capital. You have to be able to borrow enough money to be able to spend money to bring clients to the office, period.

And there's no award for the cheapest startup, right? The cheapest startup where you borrow the least amount of money, you don't have any advertising, you don't have any patients, you're not making any money—congratulations. There's no award for that. So you have to have enough money to be able to spend on marketing and doing the things to be able to get the practice out there, to get people in the front door. Because borrowing $300,000 less and keeping your monthly nut a couple of grand lower while you have no revenue is not doing yourself any favors.

Jharid Pratt

Right, yeah, 100%. I don't know if I could say it better myself. But also I just think, from learning experience, what we're seeing is on the ones where the practice owners are real budget-conscious—“I really don't want to spend on the advertising. I don't want to do the open house. I only need, you know, I can have a CSR tech that kind of does both, and I'm just going to work with one or two people”—that's not scalable. So when things finally do pick up, you're still recreating everything 6, 12, 18 months down the line.

When had you spent the money? I always tell our new startups, I say I'll tell you industry KPIs and benchmarks, and they're going to be guardrails and not absolutes. Like if industry wants our support staff to be 20% of revenue, and for the first three months you're operating at 30–32%, but guess what? Everyone is an outstanding fit there. They love working together. You see retention not being an issue. I'm going to pay that 32% all day long.

Not saying that in 12 months that expense isn't normalizing and coming down as a percentage of my revenue. But I have great depth, I have a great team, and it's a launching pad for future success.

Rob Montgomery

Yeah, that's great. And it's just part of the planning. You know, this is strategizing, the planning, and you're building something for the future. And then that's, you know, that's the difference between just kind of being reactionary or being strategic. You know, if you are reactionary, then, you know, good luck dealing with what's coming at you. But you can map this out and have a strategy that now enables you to be successful with this. Good. That's awesome. Well, this has really been great chatting with you, Jharid, about these issues. I think we answered the question, which is better, a startup or an acquisition? I think, right? Hopefully, our listeners—

Jharid Pratt

Without saying it directly, I think we got to a pretty pointed answer there.

Rob Montgomery

Yeah, it depends. Yeah, but that's it. But that's it there. And that is that, you know, there you go. There is no right answer to that question. It's the opportunities that you're presented with at the time. And, you know, similarly, like looking for the perfect acquisition or the perfect startup—if you spend the next five years shopping around looking for that, you know, there's a cost to that too. The cost of not doing something and not being an owner, and the delta between being an associate and a practice.

Jharid Pratt

There's a good quote on that. I'm going to butcher it. I think it was like, the best time to become a business owner was last year. The second-best time is right now. You're spot on with a part of it. Yeah, the decision fatigue of “I gotta look and feel”—like, at some point, you're spot diving. Dive in. Jump into practice ownership. It's well worth the ride. It's a roller coaster like anything, like your businesses, like my businesses. You know, vet med is not shielded from that. It's a roller coaster. But I'll tell you, those highs are high. They're well worth, well, well, well worth the ride.

Rob Montgomery

It beats having a job, right?

Jharid Pratt

I'm in your camp, so 1,000% on that one. Yeah, I couldn't imagine any other way.

Rob Montgomery

Yeah, that's great. Well, and I think, you know, just to the point too, where we do see people sometimes that are out there—you know, they're really, I think, just too set on one particular thing or one particular way. They spend years looking because they've said, like, “I want to own, I want to start up a practice. I want to own the real estate,” and trying to find that unicorn perhaps that checks all the boxes. It's perfect. If it takes you—I mean seriously, I've seen people out there for over three years looking for the perfect thing—and there is such a cost associated with that. Until you pull the trigger and proceed and take on practice ownership, you're just not able to enjoy it. And I'm sure in the next couple of months, Jharid, there will be some times that you don't enjoy what you're doing fully. But as you said, the good greatly outweighs the negative in that regard.

Jharid Pratt

Absolutely. Absolutely. Absolutely.

Rob Montgomery

Jharid, if people want to get in touch with you or learn more about Granite Peak, tell our listeners how they can do that.

Jharid Pratt

I mean, the website's always easiest, right? granitepeakcpa.com. You've got all of my contact information there right on the main page. You can schedule a call, access my calendar link. So that's the easiest. It gives a little bit of depth and insight into the firm. So, granitepeakcpa.com.

Rob Montgomery

Hopefully somebody doesn't have the other one, right? But yeah, that'll be up on the show notes too for our listeners. So you can go on there and click and check out Jharid and his firm and his excellent team of exclusive vet practice CPA and advisory firm. Jharid, I appreciate it.

Jharid Pratt

Appreciate you.

Rob Montgomery

Yeah, thanks for taking the time. Good luck with all the year-end stuff as the tax planning heads into the busy tax season. And I appreciate you taking the time with us today.

Jharid Pratt

Absolutely. Thanks again.

Rob Montgomery

Thank you. Thanks, everybody, for listening.

Bumper  

Thanks for listening to another great podcast with Attorney Rob Montgomery. And don't forget to tune in next time to have the process of starting up a veterinary practice demystified. For more information about today's podcast, or to contact Rob's firm, go to "www.yourvetlawyer.com".