The dilemma in the March issue concerned a principal of a practice who was considering introducing a profit incentive scheme (In Practice, March 2011, volume 33, pages 142-143). There were preliminary discussions with employees, some of whom were unsure about how such a scheme would affect the way they performed their duties. Glen Cousquer commented that profit-sharing, either explicitly or implicitly, provided vets with an incentive to work for financial gain. For some, this would be their main (or only) motivation, whereas for others it remained secondary to other values such as public service or an interest in animal welfare and veterinary medicine. A possible way forward would be to remember that vets had a duty to the greater good, society, the profession, the client and the patient, as well as their employer. As such, their remuneration should be fair but not tip the balance in favour of exploitation of vulnerable clients and insurance companies. Vets should feel comfortable explaining the reasons why they were recommending a particular course of action, especially where cheaper options were available.