Kelly, Peter, and Beth unpack how “success” in a veterinary practice can look very different depending on whether you’re going by feelings or facts. They dig into staffing perceptions (feeling understaffed on an overstaffed day), why data should be a roadmap—not a hammer—and how open-book metrics (payroll, COGS, doctor/staff salary) build ownership thinking. The team connects steady marketing to a healthy “heartbeat,” warns against turning it off when things look good, and stresses aligning online promises with in-clinic experiences. They also touch psychological safety (job-security fears), using slow days for training/ops, and a simple daily “green/yellow/red” pulse check to balance team well-being with KPIs. Bottom line: measure what matters, manage the narrative, and keep momentum consistent.