Louise Newman, Hospital Lead at Blue Cross, offers a week-long glimpse into the operational rhythms and leadership practices that keep veterinary care moving forward.
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Monday
My week begins with a scheduled day off. I work 9 out of 10 days, and these breaks provide an important opportunity to recharge both physically and mentally. The demands of hospital leadership can be intense, and I find that having this space helps me return to work with renewed energy and focus.

My husband and I are in the middle of re-landscaping our garden, so we spend the day outside digging, planning, and generally getting our hands dirty. It is a very different type of work compared to my professional life, and I enjoy the creativity and problem-solving that come with it. Being outdoors, away from emails and meetings, gives me the chance to reset before another busy week in the hospital.

Tuesday
Back to work. Each day begins with a “stand-up huddle” – a short, focused meeting where the team comes together to share updates, flag any concerns, and set priorities for the day. These huddles are invaluable in a busy hospital environment; they allow us to identify potential issues early and make sure everyone feels connected to the wider team. Even though they only take a few minutes, they have a big impact on communication and morale.

I spend some time catching up on emails before my weekly agenda-setting meeting for the Operations Working Group. This meeting takes place every Tuesday and ensures we are fully prepared for Wednesday’s session. It provides a structure for the week and keeps our improvement projects moving forward at pace.

Later, I have my 1:1 with my line manager. These meetings are a vital part of my role as they give me the opportunity to reflect on progress, discuss any challenges, and seek support where needed. They also provide accountability, which I value in such a fast-moving environment.

The rest of the day is a mix of project work and an investigation I am currently leading, including meeting with a witness. Investigations are not always easy, but they are essential for maintaining high standards across the organisation. I also make sure to block some focus time to think, plan, and work through my emails – time that is easily lost if it isn’t protected.

Wednesday
Today I chair the Operations Working Group. The group is made up of colleagues from a range of roles across our hospitals, and together we focus on continuous improvement. This includes reviewing and updating our operational SOPs (standard operating procedures) so that we remain aligned with best practice, while also adapting to the evolving needs of our patients and clients.

I value this group enormously because it brings together different perspectives, and often the best ideas come from those working on the frontline. It is a genuinely collaborative space where people feel empowered to contribute and where we can make meaningful improvements that benefit both staff and patients.

In the afternoon, I have a 1:1 with one of my line reports. These meetings are crucial for supporting colleagues, understanding their development goals, and helping them navigate challenges. They also provide a chance to recognise achievements, which is particularly important in what can be a very demanding and emotionally challenging profession.

Thursday
Today is our monthly team meeting and training day, which we deliberately set aside as protected time. The pace of hospital work means it is easy to get swept up in daily demands, so having this time allows us to pause, reflect, and focus on development.

We begin with a hospital-wide meeting to share updates, followed by clinical governance, where we review cases, reflect on outcomes, and identify learning opportunities. The rest of the day is dedicated to training sessions covering both clinical and non-clinical topics. These sessions ensure our teams are continually developing their skills and feel confident in their roles.

I also run a reflective round, similar to a Schwartz round. These sessions give colleagues the chance to share their experiences of the emotional side of veterinary work. Veterinary medicine is hugely rewarding, but it can also be emotionally demanding. Creating space for reflection not only strengthens resilience but also helps us stay connected to the values and purpose that underpin our work.


Friday
My Friday begins with a budget-setting meeting. While not always the most exciting part of my role, these meetings are essential to ensure we are using our resources effectively and planning sustainably for the future.

The rest of the day is dedicated to project work, catching up on emails, and forward planning. I spend time mapping out the week ahead, blocking focus time in my diary so that I can continue to progress strategic projects alongside the operational demands of the hospital.

Looking back, it has been another full and varied week. What I value most about this role is the balance it brings: the operational and strategic work that helps us keep improving, alongside the people-focused leadership that ensures our teams feel supported and empowered. Every meeting, project, and conversation is ultimately about making sure we can provide the best possible care for our patients and their owners. That is what motivates me, and what makes even the busiest weeks worthwhile.

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