Podcast Summary

Second In Command with Cameron Herold

Episode 506: Roy Jain – How Top CEOs Hack Culture to Skyrocket Growth and Crush
Guest: Roy Jain, Co-Founder & COO, Blue River Pet Care
Date: September 2, 2025

Episode Overview

Cameron Herold sits down with Roy Jain, Co-Founder and COO of Blue River Pet Care, to discuss the unique model that’s driving the growth of one of the U.S.’s largest veterinary organizations. The conversation dives into leadership, scaling culture, the competitive world of veterinary practice acquisition, and the integral role of operational strategy and technology innovation—especially AI—in modern pet care. Jain shares lessons learned, the value of individualized branding, and why prioritizing people remains their secret to retention and expansion.

Key Discussion Points & Insights

1. Blue River Pet Care’s Growth Model & Philosophy

• Decentralized Branding:
  • Blue River has 210 locations across nearly 40 states, each retaining its unique, local brand identity.
  • “It’s Fred’s Pet Care. There’s no Blue River moniker... to the community, there really should feel like there’s no change.” (Roy Jain, 04:44)
  • Their acquisition philosophy revolves around partnership and continuity for staff and clients.
• Value Proposition for Sellers:
  • Financial benefit and estate planning for retiring veterinarians.
  • Ensured continuity and legacy for the outgoing owner; minimal changes to staff, pay, or daily operations.
  • “They're trying to place their community in trusted hands.” (Roy Jain, 09:13)

2. Operational Structure & Efficiency

• Back Office & Support:
  • Blue River centralizes back-end processes: payroll, benefits, accounting, vendor negotiations.
  • Promoted best-in-class practice managers into regional operational roles.
  • Developed facilities and clinical development teams to invest in and upskill locations.
• Operational Integration:
  • Custom integrations, not a “one-size-fits-all” approach.
  • Centralized platforms for practice administration, but tailored support per location.
  • “We developed a portal where practice managers can talk to each other... a network to help promote animal wellness.” (Roy Jain, 12:07)

3. The Culture Factor & Talent Retention

• Focus on Relationships:
  • Staff happiness and practice autonomy drive veterinarian retention—about 90%, which is exceptional given industry shortages.
  • No corporate branding means local clinicians maintain community trust and legacy relationships.
• Retention over Standardization:
  • “The proposition of going branded is difficult... implies we’d have one size fits all. Our retention rates are about 90%.” (Roy Jain, 15:24)
• Team Scaling and Adaptation:
  • Corporate team grew from 4 to 150; most senior leaders have been promoted from within.
  • Emphasizes resilience, adaptability, and celebrating small wins amid constant innovation.

4. Technology and AI in Veterinary Care

• AI Applications (16:51, 43:07):
  • AI automates note-taking during visits, reducing administrative burden for clinicians.
  • Advanced analytics streamline business insights and optimize finance and marketing efforts.
  • AI improves prescription handling by summarizing pet histories and improving efficiency.
  • Quote: “You can have the entire conversation recorded. It will take all of the medical notes and write those notes into the system.” (Roy Jain, 16:51)
• Limitations with Telemedicine:
  • Animals can’t speak, so remote diagnostics are limited; in-person care remains essential.
  • “That’s exactly it... telemedicine hasn’t really taken off. It’s more like tele-triage.” (Roy Jain, 19:23)

5. Market Perspective & Growth Potential

• Industry Landscape:
  • With 30,000 animal hospitals in the U.S., market consolidation is at about 25%.
  • Blue River sees extensive white space for expansion, focusing exclusively in the U.S. for now.
• Acquisition Structure:
  • Typically a straight buyout with about 20-25% seller financing; leases facility from seller.
  • Conservative, rational acquisition approach amid increasing industry competition.

6. Marketing in a Decentralized Model

• Tailored Marketing:
  • Centralized team manages campaigns tailored to each location’s brand, products, and local circumstances (26:36).
  • Acts as a marketing agency, adapting materials for dozens of different brands and promotions.
  • Automation allows for efficient local customization, while avoiding mismatched national campaigns.

7. Leadership, Personal Growth & Advice

• From Doing to Leading:
  • Jain highlights letting go of the “doing,” instead focusing on developing and motivating teams as the company grows.
  • “The first thing is you have to let go a little and you have to shift from doing to managing and motivating.” (Roy Jain, 39:54)
• Data-Driven Decision Making:
  • Private equity involvement pushed a greater focus on metrics and analytics for operational insight.
• Culture & Celebrating Wins:
  • Ongoing effort to balance relentless improvement with acknowledgment of team successes.

8. Roy’s Advice to His Younger Self (42:19)

• “Wake up every day and be positive.”
  • “It is my core belief that if you wake up more days or most days with ‘today is going to be a good day,’ that is setting the table for whatever you're doing.” (Roy Jain, 42:19)
• Trusting in Hard Work:
  • Persistence and optimism were critical building blocks during the company’s slow start.
  • “You can create your own luck by being positive and working hard.” (Roy Jain, 44:32)

Notable Quotes & Memorable Moments

• On Brand Philosophy:
  “Clients don’t care about Blue River Pet Care. They care about Dr. Jones, who’s taken care of their pet for the last 20 years.” – Roy Jain, 04:44

• On Competition and Market Dynamics:
  “When we first started, we put an ad up... we had 19 resumes within that 30 minutes. Now you’re gonna get crickets.” – Roy Jain, 34:16

• On AI in Veterinary Practice:
  “It takes a huge amount of administrative work off the veterinarians... they click approve, and the note’s in the system.” – Roy Jain, 16:51

• On Leadership Transition:
  “You have to let go a little and you have to shift from doing to managing and motivating.” – Roy Jain, 39:54

Important Timestamps

• Local Practice Model & Branding: 04:44–08:28
• Value Proposition to Sellers: 09:13–11:42
• Operations and Scaling: 12:07–15:24
• Talent Retention & Culture: 15:24–16:31
• Technology & AI in Practice: 16:51–19:46
• Growth Opportunities & Strategy: 14:24–15:07, 36:50–39:40
• Unique Marketing Approach: 26:36–27:58
• Personal Leadership Evolution: 39:54–42:19
• Advice for Emerging Leaders: 42:19–44:32

Closing Thoughts

Through strategic, culture-first growth and an unwavering focus on local autonomy, Blue River Pet Care stands apart from industry rivals. Their devotion to people—both clinical staff and corporate teams—alongside smart use of technology and data, is fueling sustainable expansion in a crowded, competitive market. Roy Jain’s reflections on leadership, adaptability, and optimism offer valuable lessons for any second-in-command aiming to drive meaningful growth without sacrificing the culture that made them successful.