I’m from the original “Herriot” generation and my original plan was to be a vet. I didn’t even know veterinary nurses existed then! After failing my Biology ‘O’ level, I spotted a local practice looking for an animal care YTS trainee and found out I could re-take the test as part of my off the job training. I phoned up, got an interview and, rather unusually, it took place during a surgical operation. Yes, I did faint... but once I came round, I mucked in and was offered the post.

Once I had started my placement I knew this was the right job for me and that has never changed. I found out it was possible to qualify as a vet nurse and I didn't want to go back to education - I wanted to be in practice. I have been privileged to be part of the veterinary nursing profession during the past 40 years and being part of how it has evolved. The increasing recognition of RVNs and the diversity that has developed within the role means that you are always learning and developing.

I am very proud of our industry and the work we do for animal health & welfare. It has always felt like a real community. The veterinary world is a very small one so I have forged some valuable friendships over the years. The support we provide to each other has always been something that has kept the passion alive.

Looking back, what were some of the key moments that helped shape your career and take you from RVN to Practice Director?

After qualifying I started to train others, and this ignited a passion for developing other team members. Through this I gained my NVQ assessor & internal verifier qualifications and was offered the opportunity for a part time role as an IV for the local college. Definitely a pivotal moment for me.

I had also progressed to a head nurse role which in turn progressed into practice management. I then enrolled on the VPMA CVPM qualification. As I was now part of this community, I was asked to join the VPMA (now VMG) board and became President for two years.

During this time we merged our practice with three others with a fourth following and I became PM for the group and shortly after, a director. As an RVN this was a huge honour and also slightly scary, but an opportunity not to turn down. In 2019 we moved into IVC and I remained as practice director.

I have always been a huge advocate for RCVS practice standards and we always held accreditation which I led on. In 2021 RCVS changed their rules on RVNs becoming assessors and when a vacancy came up I applied and was offered a role as an assessor. Again, this was with the support of my practice, and I was very proud to be the first RVN to hold the role as PSS assessor.

You’ve now stepped into IVC’s first Practice Standards Advisor role. What attracted you to the opportunity, and what does your day to day look like?

From managing PSS in practice and through my role as an assessor, I was aware of what this can involve alongside the day-to-day running of a practice and maintaining excellent clinical standards. I felt that as an organisation we could provide more support, guidance and resources, and I was very keen to be involved. After speaking to people within IVC about this and my ideas, I was offered a role as IVC PSS Advisor & Co-ordinator. Initially it was one day a week but this has now developed into a full time role and I have stepped away from being in practice. IVC gave me the support and resources to develop what I thought was needed.

Day to day, I’m in contact with practices both pre- and post-assessment to offer support and guidance in preparation or chat through actions. Although I work remotely, I’m talking to people most of the day, which I really enjoy. I hold a monthly drop-in session for anyone who wants to talk about anything PSS related or needs any help. I’m also working on the PSS Hub on the intranet to provide resources for practices. Every day is different and I really enjoy helping people.

How has spending years in practice leadership helped you in your current role?

I understand the daily pressures in running a practice and also having to learn quickly on the job when you suddenly move into a role that involves PSS. I always think about how things affect the frontline practice team and how I can support their leaders to ensure that they are working with their teams to maintain the required standards. It is not a tick box exercise and something the whole team needs to engage with.

You’ve already created a wealth of resources and support for practices. What has been the most rewarding part of helping teams develop and improve?

I think the most rewarding aspect is helping leaders who are new to their role or have developed into the PSS lead for their practice. Being able to provide resources and help so that they can save time and be sure of what they need to do. It can be daunting when you look at the requirements and try to navigate "Stanley" the PSS portal. It is really rewarding when people let you know you have helped them!

A big part of your role is helping practices prepare for PSS and feel confident about what’s expected of them. What does good support look like to you?

Initially putting them at ease and knowing that PSS assessors are all human vets and nurses. They want practices to gain their accreditation and will help and advise. I think my pre-assessment meetings with practices are a great way to chat through any concerns or queries they have and also to discuss the expectations of the day - this is about constantly raising standards, and we can all do that. The PSS hub also will be a constantly developing resource to help practices prepare.

What advice would you give to nurses looking to transition into a leadership role?

Take the opportunities offered even though they seem daunting and make sure you have trusted mentors to help you transition. I am always happy to provide this. Think about leaders who have inspired you or who you have worked with and provided you with good leadership. What skills or style did they have that you can learn from? Give value to non-clinical leadership skills and keep some of your CPD budget for non-clinical CPD. Be easy to follow so that you engage your team and bring them with you rather than having to waste valuable energy dragging people along.