There is a massive, toxic disconnect between the executive leadership team at the Austin headquarters and the actual veterinary hospitals generating the company's revenue.While corporate is aggressively laying off regional operations managers, enforcing hiring freezes, and squeezing local clinic budgets to the bone under the guise of "efficiency," the C-suite operates under a completely different set of rules. The most glaring example of this hypocrisy is the Chief Operating Officer (COO), Andrew Triolo. Despite the company navigating intense private equity debt pressures, the COO continues to fly back and forth every single week from his home in California to the Austin headquarters.The excessive, continuous travel spend allocated for just one executive’s weekly cross-state commute—including high-frequency flights, lodging, and stipends—represents thousands of dollars a week. That capital could easily fund competitive wages for veterinary technicians, repair broken clinic equipment, or save the jobs of the regional ops staff who were recently let go. Instead, local clinics are forced into severe burnout with double-booked schedules and skeleton crews, all while watching the "Ivory Tower" waste precious resources on executive comfort. Corporate decisions are entirely decoupled from the daily reality of running a veterinary .