Karen Van Sickler, Co-Owner of Pampered Pets Inn
September 30, 2026
My husband and I are often asked about how we became owners of Pampered Pets Inn. We spent many years working for large corporations and government institutions, so culturally, running our own consumer business was a big shift. As we approach our 10th anniversary of owning Pampered Pets Inn (founded in 2008), we’ve been reflecting on all we’ve learned and experienced.
In the months leading up to the sale, Chris and I were focused on vetting the purchase price and preparing for the closing. The day after the business sale was complete, the implications of what we’d done hit us. We had pets in-house, staff on payroll, and no experience running the operations side of a pet resort. But what we did have was a strong vision and a clear sense of what the customer experience should look like. We had a small but mighty team of twelve employees (several of whom are still with us, now in leadership positions) who kept things running while Chris and I jumped in and started prioritizing the work to be done. The exhilaration and speed with which we needed to move were tremendous, and I often compare that time to drinking out of a fire hose.
We focused on how to ensure desired outcomes, and made the decision to not spend money on advertising until we had them. We documented and improved procedures, upgraded the facility, created staff training programs, and organized them into effective teams. We hired a team of industry consultants with deep knowledge of running family-owned pet resorts, and listened closely to their advice.
We were attracted to the business because of the animal focus. In case you were wondering, yes, working with dogs and cats every day is pretty great. In addition, the flexibility to make decisions based on our own vision and goals has been amazing. The past 10 years have been so insightful, giving us firsthand experience with key concepts and trends:
- The Balance Between Profit and Values. Our accounting and finance education and experience focused us on the bottom line. And I will always be grateful for that background, as it’s what keeps the business healthy. But it’s been very rewarding to balance that with decisions based on what feels right.
- Workforce Value. We quickly realized that running this business successfully was about understanding the people delivering the services. Attracting, training, and retaining talented staff is the most challenging and rewarding part of what we do. Hearing their stories and helping them reach their goals keeps us relevant and understanding of today’s workforce. Our employee candidates prioritize work/life balance, a supportive environment, and team connections. Seeing some of them marry, purchase homes, and have children of their own is very fulfilling.
- The Importance of Feedback. Constructive feedback is painful, but necessary to grow. Customers who bring us their observations and insights have helped us do better. When we’ve messed up, clients who bring it to our attention, talk through solutions, and then trust us enough to come back have given us excellent learning opportunities.
- What Customer Service Means. We’ve seen for ourselves how companies deprioritize direct interaction with customers, making it increasingly difficult for consumers to reach decision makers. We work directly against this trend, ensuring the people who greet our visitors and answer phones, texts, and emails are physically in the same location as the pets and can immediately reach a supervisor, manager, or business owner.
- What Makes a Great Customer. We benefit from a client base that values our staff and shows their appreciation every day through words, respect, food, and tips. Some of the best advice we received from our consultants was not to worry about clients who left because of unrealistic expectations or demands, because they didn’t care about us. We now have clients who are respectful and appreciative of our staff and care about our business’s success, so we can be here tomorrow to care for them in return.
- Small Businesses are Disappearing. We’ve noticed fewer and fewer independently owned businesses. Not just pet resorts, but veterinary hospitals and our own vendors. Our IT support, for example, comes from a company that has merged with larger firms 3 times since we started working with them. In some cases, acquisitions raise the level of professionalism, but we worry about the impact on customer service when sufficient local authority is no longer in place, or we become just a number.
Looking back, making this leap was one of the best decisions we ever made—I cannot imagine our lives without this experience. It has made us stronger, deepened our skill sets, and significantly improved our overall happiness and quality of life. Our team of nearly 40 incredible people—soon to grow even further with our upcoming expansion—inspires us daily, and we hold that responsibility close to our hearts. I am immensely grateful for the journey we’ve shared with our staff and clients so far, and I look forward to what we will accomplish together over the next 10 years.