Eye Care Business Canada

Seeing with the Heart: The Power of Giving Back

Precision and clinical skill may restore sight, but it is compassion that deepens connection.

Beyond the technical skill of prescribing lenses or diagnosing ocular conditions lies an equally powerful human responsibility: practicing emotional intelligence (EQ).

One of the most meaningful ways Emotional Intelligence (EQ) comes to life in eye care is through charitable action. Whether it’s offering free screenings at community events, donating glasses to underserved populations, or contributing time and expertise to global outreach missions, being charitable is more than an act of goodwill, it’s a direct reflection of emotionally intelligent leadership.

The Connection Between EQ and Charitable Practice

At its core, EQ is about recognizing and managing our own emotions, understanding the emotions of others, and building positive, meaningful connections. Charitable practice naturally strengthens each of these dimensions:

Self-Awareness: By stepping into charitable roles, professionals often reflect on their own privileges and resources. This awareness deepens gratitude, helping them reconnect with the purpose behind their work.
Self-Management: Charity frequently requires patience, adaptability, and humility. Eye care professionals may work in less-than-ideal conditions, manage limited resources, or adjust communication styles with diverse populations. These experiences enhance resilience and composure.
Social Awareness: Charitable action shines a spotlight on the needs, struggles, and aspirations of individuals who may otherwise be invisible in daily practice. This cultivates empathy and sensitivity, key skills for every eye care leader.
Relationship Management: Acts of giving strengthen trust with patients, colleagues, and the broader community. When professionals are seen as caring beyond profit, they create bonds that last well beyond a single appointment.

Charitable Work Builds Trust and Loyalty

Demonstrating generosity, whether through pro bono services or community sponsorship, communicates integrity and compassion. Patients who witness charitable commitment often develop a stronger sense of loyalty, choosing to remain with practices that align with their values.

Reducing Burnout and Increasing Meaning

Eye care can be demanding. Long hours, administrative pressures, and clinical challenges often take a toll on professionals’ mental well-being. Charitable initiatives act as a counterbalance by reconnecting practitioners with the human side of their work. For professionals, this renewed sense of purpose directly contributes to resilience and job satisfaction.

Strengthening Team Dynamics

Employees bond over the collective purpose of helping others, often breaking down workplace hierarchies in the process. This unity carries back into daily operations, improving communication and morale. EQ in action here means cultivating a workplace culture rooted in empathy, shared values, and service.

Expanding Professional Influence

Charitable acts position eye care professionals as leaders not only in medicine but also in community well-being. It demonstrates to future generations of practitioners that technical skill and emotional intelligence are inseparable in shaping what true leadership looks like.

Curious about Emotional Intelligence and how it can support your team?

Hi, I’m Jade Bodzasy, an Emotional Intelligence Facilitator based in Kingston, ON.

I love collaborating with business owners who care about creating workplaces where people can:

Enjoy their work again: with less stress, tension, and miscommunication.
Evolve into emotionally intelligent leaders: who inspire, engage, and bring out the best in others.
Earn more together: by keeping great people, building stronger client relationships, and fostering a culture where everyone thrives.

When teams grow in EQ, it shows up in everyday interactions: smoother collaboration, clearer communication, stronger leadership, and a more positive workplace climate.

If this resonates with you, I’d love to connect and learn more about your team:
www.emotionalintelligenceconsultinginc.com

Jade Bodzasy

Jade Bodzasy, Founder of Emotional Intelligence Consulting Inc., is a dedicated Coach and Consultant for Optometric Practices. Her extensive background includes over 20,000 hours of expertise focused on customer relations, work structure refinement, training method development, and fostering improved work culture within Optometric practices.

Certified in Rational Emotive Behavior Techniques (REBT), Jade possesses a unique skillset that empowers individuals to gain profound insights into the origins of their behaviors, as well as those of others. Leveraging her certification, she equips optometry practices with invaluable resources and expert guidance to establish and sustain a positive, healthful, and productive work environment.

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The Rural Advantage: Lessons from Dr. Amal Ahmed on Future Focus

sponsor, Sponsored Posts

OSI Group sponsored post- woman in front of a pond

For optometry students and recent grads, the default path can seem overwhelmingly urban. Big cities promise visibility and fast access to technology, but they also draw the same patients—and the same competition.

It’s a topic explored in depth on Future Focus. Sponsored by OSI Group, the podcast introduces students and new grads to the real-world decisions that shape a career in optometry. Each episode features candid conversations with practicing optometrists and offers practical insights on ownership, clinical growth, and finding your place in the profession.

In Episode 09, hosts Dr. Amrit Bilkhu and Dr. Alexa Hecht chat with OSI Member Dr. Amal Ahmed, owner of Beaumont Eye Clinic, about her journey from associate to practice owner in a thriving rural community.

Speaking candidly with the hosts, she reflects, “I didn’t want to open in a big city. There’s too much competition. When I found a practice in a growing community, I didn’t have to worry about saturation.”

The conversation surfaces key takeaways for young ODs: rural settings can speed the move into ownership and widen clinical scope, while also grounding a practice in relationships that grow deeper over time.

From Saturation to Opportunity

After completing her optometry training in the United Kingdom, Dr. Ahmed returned to Edmonton with plans to launch her career. Instead of opportunity, she found saturation. The city’s optical landscape was crowded, and every possible location already seemed spoken for.

Rather than force her way into a dense market, she began looking just beyond it—and discovered the Beaumont Eye Clinic. As an OSI Group member clinic, Beaumont offered not only a strong patient base but also access to the group’s shared resources, supplier programs, and professional network. Located 20 minutes outside Edmonton, the practice was well-established, with decades of patient records and a loyal base. It wasn’t flashy, but it offered a foundation she could build on.

Nurturing an Established Base

For more than three decades, the Beaumont Eye Clinic was guided by Dr. Bruce Mann, whose steady presence made the practice a fixture in the community. His reputation and long-standing relationships with patients meant that when Dr. Amal Ahmed stepped in, she inherited a history of trust. That foundation became the bedrock on which she could shape the next chapter.

The transition was handled with care. Dr. Mann remained on-site for a full year after the sale, a decision that reassured patients and allowed Dr. Ahmed to build familiarity without disrupting the rhythm of care. Patients could continue to see the doctor they had known while gradually getting to know the new one. For Dr. Ahmed, the overlap offered a rare chance to ease into ownership, observing the practice’s routines and listening to patients before deciding how to leave her mark.

Once those relationships felt secure, she began to introduce changes. The clinic’s layout was improved, new instrumentation added, and the office refreshed in stages. Each adjustment was paced to strengthen what patients already valued. The result was not a break from the past but a continuity—an evolution that honoured Dr. Mann’s legacy while positioning the clinic for the future.

Why Rural Practice Works

What Dr. Ahmed didn’t fully anticipate was how much rural practice would accelerate her professional growth.

In Beaumont, she took on more complex cases and became a trusted collaborator in the town’s healthcare network. With fewer specialists nearby, her scope expanded—sometimes out of necessity, sometimes out of trust.

She notes, “If you invest in rural communities, they invest back in you. My business has grown four to five times in three years, mostly through word of mouth.”

Financially, the advantages of owning property and operating with lower overhead gave her freedom to shape the business on her terms. Decisions could be made quickly, and new ideas tried without bureaucracy.

And on the human side, patients returned year after year, often bringing children or parents—creating long-term relationships that urban practices sometimes struggle to maintain.

Building a Specialty, Patient by Patient

Dr. Ahmed also saw opportunity in specialty care, especially for patients with dry eye disease. Instead of introducing high-tech solutions right away, she focused on creating demand before any major purchases. Educate first, invest second.

She began by offering test treatments and hosting information nights to give patients time to understand the service. By the time she introduced intense pulsed light (IPL) treatments, her patient base was ready.

“I didn’t just jump in with new technology,” she explains. “I took a year to build relationships, educate patients, and create a waitlist.”

Advice for Students and New Grads

For those still mapping out their next step, Dr. Ahmed recommends starting early—even if ownership feels far off.

She says, “Buying a practice could be a quick process or a slow one. Build the relationships right when you come out of school. Ask the right questions.”

That might mean reaching out to a clinic owner in a town you’ve never considered. It could mean shadowing someone over reading week or taking a short-term locum in a place that seems quiet on paper but turns out to be full of promise.

Indeed, not every clinic will be the right fit and not every small town will have a practice for sale immediately. Waiting in a big city, however, can mean standing in line for years. Simply put, the more open-minded you are about where and how you begin, the greater your chances of building momentum early.

“Get your foot in the door,” she advises. “Start the conversation early.”

For OSI Members and students ready to act on this advice, the Vision Entrepreneur program turns early conversations into a concrete plan. It connects future owners with mentorship, training, and tools to make the move to ownership less daunting and more deliberate.

Get the Full Story

Dr. Ahmed’s journey shows that career success in optometry doesn’t follow a fixed path. It can mean choosing what others overlook or moving slowly but with intention—especially when the long game leads to deeper roots, broader scope, and a business you can shape on your own terms.

Catch the full conversation and explore more OSI-sponsored stories like it here.

Curious about your own path? Talk to an OSI Practice Advisor or learn more about the Vision Entrepreneur program at www.opto.com or info@opto.com.

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Revenue RX Episode 27: Tariffs Loom Over the Optical Industry

Practice, Revenue RX

I’ll level with you: closing your eyes and hoping tariffs “blow over” isn’t a strategy. In this episode of Revenue RX, I unpack what tariffs really are, why they’re back in the headlines, and—most importantly—how they ripple through frame and lens costs, margins, patient behavior, and your day-to-day operations. I’m not here to debate politics. I’m here to help optical owners protect the bottom line, steady the team, and keep patients saying “yes,” even when prices are under pressure.

Tariffs 101—Why They Exist and Why You’re Feeling Them

A tariff is simply a tax on imported goods. Governments use them to shield domestic industries, raise revenue, and gain leverage in trade talks. That’s the theory. On the ground, we feel it as higher landed costs, tighter selection, and, sometimes, slower supply chains. There are upsides (support for local manufacturing, potential job protection) and downsides (consumer price hikes, retaliation, and innovation slowdowns). In the episode, I translate this macro picture into what it actually means for an optical dispensary that lives and breathes frames, lenses, service, and trust.

How Tariffs Hit an Optical Store—Directly and Indirectly

First, the obvious: when tariffs land on imported frames or lens components, your cost base goes up. You either pass it along (risking price sensitivity) or absorb it (compressing margins). But the second-order effects matter just as much: some suppliers trim assortments; shipping windows wobble; and patients, feeling the pinch across groceries and gas, start delaying purchases, trading down, or shopping online “just to compare.” If you treat this like a one-lever pricing problem, you’ll lose ground. Treat it like a full-stack business problem—sourcing, pricing, merchandising, communication, and care—and you’ll stay ahead.

Owner Playbook—Practical Moves You Can Control

I walk through a set of proactive levers you can pull right now:

Diversify sourcing. Add secondary vendors, consider tariff-free/low-tariff geographies, and explore private-label where it makes sense. Partner tighter with local labs and any viable domestic frame makers to stabilize turn times.
Tighten assortment. Double down on proven sellers, trim low-velocity fashion risks, and keep a clean good–better–best spread that supports step-ups without sticker shock.
Reframe pricing. Use transparent menus, bundle frame + lens packages, and create time-bounded offers that build urgency without training patients to wait forever. Give your team guardrails for discretionary flexibility.
Smooth the path to “yes.” Offer financing or installment options, leverage loyalty perks, and keep repairs/adjustments/cleanings complimentary and visible. Value isn’t only price—it’s confidence and convenience.
Pre-buy with intent. Where feasible and cash-flow allows, buy ahead of known increases, then pace replenishment to protect working capital. Coordinate closely with vendors to avoid dead inventory.

Winning the Patient Conversation During Price Pressure

Tariffs are macro; conversion is micro. That means your chair-side and board-side communication matter more than ever. Lead with discovery (lifestyle, work, hobbies), translate features into lived benefits (comfort, clarity, durability, eye health), and position step-ups as problem solvers, not splurges. If a patient is price-sensitive today, keep the relationship warm: second-pair plans, future-dated promos, and a service experience that feels like you’re on their side. Empathy is a strategy. When people feel understood, they’re more likely to buy—and to come back.

What Your Customers Are Quietly Navigating

Your patients are juggling rising costs and uncertainty. Expect more comparison shopping, longer decision cycles, and a tilt toward essentials. Some will reuse frames and swap only lenses. Others will wait for sales or move to private-label. In the episode, I outline how to meet each mindset: present right-sized solutions, spotlight durable value, and keep premium options within reach through phased upgrades and financing. The goal isn’t to “win the argument”—it’s to win trust and make a responsible recommendation that fits today, with a path to “next.”

Leading the Team Through Tariff Turbulence

Conversion is a team sport. Share margin targets and cost realities so pricing decisions aren’t guesswork. Stop micro-managing and give clear autonomy within rules. Train consultative skills and objection handling (“value vs. price” pivots, time-bound incentives, and confident hand-offs from exam room to dispensary). Equip the team with the right product mix, the right talking points, and the right tools—then recognize wins publicly so the culture tilts toward proactive problem-solving.

My Bottom Line

Tariffs aren’t a reason to stall. They’re a reason to tighten your playbook. Source smarter. Price with clarity. Merchandise for decisions. Communicate with empathy. And enable your team to lead. Do that, and you’ll protect margins, retain patients, and come out stronger on the other side.

Joseph Mireault

Joseph Mireault, Optical Entrepreneur, Business Coach, and Published Author.

Joseph was the owner and president at Tru-Valu Optical and EyeWorx for 16 years. During his tenure, he consistently generated a sustainable $500K in annual gross revenue from the dispensary.

He now focuses on the Optical industry, and as a serial entrepreneur brings extensive experience from a variety of different ventures.

Joseph is also a Certified FocalPoint Business Coach and looks to work directly with ECPs in achieving their goals.

Through his current endeavour, the (Revenue RX, Optical Retail Wins podcast) he shares the challenges and solutions of running an Optical business.

His insights are shared with optical business owners aspiring for greater success in his new book, “An Entrepreneur’s Eye Care Odyssey: The Path to Optical Retail Success.”

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How and Why to Terminate a Non-Performer

Independent SightLines

How and Why to Exit a Non-Performer by Trevor Miranda ECBC

Do you wish one or more of your team members didn’t work for your practice anymore? Do you have angst when it comes to reviewing team members and, if needed, terminate them from the practice?

It is important to weed the garden so the flowers can grow. Often times informing a team member that they may find a better fit at a different job is in the best interest of the employee and the practice.

At Cowichan Eyecare, we pride ourselves on delivering personalized, cutting-edge, and compassionate eye care powered by a team that supports one another, shows up with purpose, and embraces our core values: patient-centric care, continuous learning, professionalism, and fun. When every role contributes to the patient experience, one person’s disengagement, inconsistency, or misconduct can quickly impact team morale, clinic flow, and most critically the quality of care we offer.

That’s why, as difficult as it may be, there are times when we must compassionately but decisively exit a team member who is not performing to expectations. Not as a first step but often as the last.

Why It Matters: The Cost of Holding On

Retaining a non-performer comes at a high price. It erodes team trust, creates double standards, and risks losing high performers who are forced to “carry” teammates. Patients notice the difference too: disengagement is contagious and visible.

As leaders, we have a duty to our patients, our team, and the mission of Cowichan Eyecare to foster a work environment that’s high-functioning, collaborative, and aligned. Letting someone go isn’t about punishment. It’s about protecting culture, restoring balance, and opening space for the right person to thrive in that role.

How to Do It Right: A Compassionate, Compliant Approach

Clarity Comes First

Before we ever talk about “exiting” someone, we must ensure expectations have been clear. Cowichan Eyecare’s Employee Policy Handbook (2025), along with our Code of Conduct and training protocols, outlines behavioral, attendance, and performance standards. Each new hire undergoes a 90-day probationary period, designed to assess fit and commitment. For established employees, biannual performance reviews provide structured feedback and documented goals.

If someone is underperforming, whether through attendance issues, attitude problems, or failure to meet role-specific benchmarks, the first step is communication. Feedback should be specific, documented, and ideally paired with support: coaching, additional training, or reasonable accommodations.

Use Progressive Discipline Thoughtfully

Cowichan Eyecare’s handbook supports a progressive discipline approach. This might include:

Verbal warnings

Written performance improvement plans (PIPs)

Temporary schedule changes

Suspension (if appropriate)

It’s not about box-checking; it’s about giving someone a real opportunity to course-correct. But discipline must also have a time frame. If improvement doesn’t occur within a reasonable period, we must follow through.

Avoid the “Slow Fade”

One of the most damaging leadership habits is the “slow fade” by avoiding direct conversations, cutting hours without context, or passively letting someone drift until they quit. It’s unclear, unhealthy, and unfair to everyone involved.

Instead, if a PIP fails or expectations continue to be unmet despite support, schedule a formal termination meeting. This should be professional, brief, and grounded in facts, not emotions. Always have a second manager or HR representative present. Stick to what has been documented. Don’t rehash or debate.

Protect Privacy, Preserve Dignity

Even when terminating employment, we respect the dignity of every individual. Be discreet. Schedule exit meetings privately. Avoid gossip or speculation from team members. If a staff member asks, you can simply say: “____ is no longer with the practice. We wish them well and are moving forward with coverage for that role.”

Debrief with the Team

While we don’t share confidential details, we can acknowledge when a difficult transition has occurred and thank the team for stepping up. If the exit involves conflict or culture issues, this is a good time to reiterate our core values and invite feedback from the team. In fact, a Bluenote shoutout is often a powerful way to close the chapter on a tough situation: “Bluenote to Chemainus for staying so grounded during a high-stress week; your energy and professionalism made all the difference.”

Reflect, Rebuild, Rehire

Every exit is an opportunity to reflect: Did we onboard clearly? Were expectations defined? Were red flags missed? If the issue was about fit rather than ability, we use that insight to inform our next hire. Culture-forward hiring by asking value-based questions, assessing team fit, and setting clear probation expectations helps prevent repeating the same cycle.

At Cowichan Eyecare, we don’t shy away from hard conversations. But we also don’t lead with fear. When we exit someone, we do so with professionalism, compliance, and care knowing that maintaining a strong, healthy team is what allows us to serve patients with excellence.

We’re not perfect. But we are committed to our people, to growth, and to creating a workplace where everyone can do their best work, together.

DR. TREVOR MIRANDA

Dr. Miranda is a partner in a multi-doctor, five-location practice on Vancouver Island.

He is a strong advocate for true Independent Optometry.

As a serial entrepreneur, Trevor is constantly testing different patient care and business models at his various locations. Many of these have turned out to be quite successful, to the point where many of his colleagues have adopted them into their own practices. His latest project is the Optometry Unleashed podcast.

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Revenue RX Episode 26: Conversion Rate – Internal and External Influencers

Practice

I’ve said it before and I’ll keep saying it: conversion is the key to your success. Not traffic. Not likes. Not a shiny new frame wall. Conversion. If we don’t convert patients and walk-ins into paying customers, we don’t have a business—just a busy room.

In this episode of Revenue RX, I take you into the engine room of the optical dispensary and focus on the forces—inside and out—that move your conversion rate up or down. I’m not talking theory from a boardroom. I’m sharing what I’ve learned over 16 years running two profitable stores as an entrepreneur, plus three decades of broader business experience that helped me think like an owner, not just an operator. If you want more revenue without spending more to acquire patients, this episode is your playbook.

Why Conversion Is the Multiplier

When your conversion rate rises, you make more from the patients you already have. You protect high-margin eyewear revenue, keep competitors from poaching your prescriptions, and build stickier relationships that bring people back for adjustments, second pairs, and their next exam. You also get more word-of-mouth and better reviews because the experience—end to end—feels intentional, guided, and valuable. Put simply: higher conversion makes everything else in your business work better.

External Influencers You Can’t Ignore

Yes, your four walls matter—but so does the world beyond them. In the episode, I break down the external forces that quietly shape your outcomes: location and visibility, the way you show up online (directions, parking, hours, booking flow), and whether your marketing actually matches your neighborhood and your ideal patient. I also talk about inventory depth (or the lack of it), how insurance relationships affect buying decisions, and why modern conveniences like online booking and virtual try-on aren’t “nice to have” anymore—they’re trust builders that reduce friction and shorten decision time.

We’ll talk practical add-ons that move the needle without diluting your brand: limited-time offers that create urgency, neighborhood promotions that drive foot traffic, transparent pricing that lowers anxiety, and flexible payment options that make premium choices more attainable. None of this is a gimmick; it’s about meeting people where they are and making the “yes” easy.

Internal Levers That Turn Browsers into Buyers

Inside the dispensary, conversion is earned by design. I walk through how to set up a space that guides the eye, showcases margin-builders, and invites people to linger. Then we get into the heart of it: consultative selling. Your team should lead with questions, listen for lifestyle clues, and translate technical lens features into everyday benefits. Don’t “pitch”—educate. When patients understand why a coating or material solves their problem, price becomes context, not conflict.

We cover try-on psychology (let them touch, compare, and play), smart cross-selling (second pairs and sun), and post-purchase care that keeps the relationship warm—free adjustments, cleanings, and quick fixes that turn a one-time sale into a lifetime customer. Small touches, big lift.

What Tanks Conversion (and How to Fix It)

There are seven common conversion killers I see over and over: not truly understanding your buyer, a clunky sales path, a weak value story, low trust, low engagement, unaddressed objections, and no urgency. In the episode, I show you how to diagnose each one and replace it with a better habit: tighter hand-offs, scripted pivots to value, confidence in product knowledge, and time-bound prompts that keep decisions moving. Whoever asks the questions controls the conversation; make sure it’s you.

Empowering Your Team to Win

Conversion is a team sport. I share how owners can create the conditions for consistent wins: trust your people, stop micro-managing, and give them the tools to succeed—assortment depth, demographic fit, price flexibility within guardrails, and real training in listening and communication. Be transparent about cost of sales and target margins so the “why” behind pricing makes sense. And build a proactive hand-off from clinic to dispensary so patients never feel lost in the transition. When your optometrist, optician, and stylist are orchestrated, conversion climbs naturally.

The Takeaway

If you want more revenue without throwing more dollars at acquisition, focus on conversion. Smooth the path outside the store, design for decisions inside the store, educate instead of selling, and equip your team to lead with confidence. Get these fundamentals right and your dispensary stops leaking opportunities—and starts compounding wins.

Joseph Mireault

Joseph Mireault, Optical Entrepreneur, Business Coach, and Published Author.

Joseph was the owner and president at Tru-Valu Optical and EyeWorx for 16 years. During his tenure, he consistently generated a sustainable $500K in annual gross revenue from the dispensary.

He now focuses on the Optical industry, and as a serial entrepreneur brings extensive experience from a variety of different ventures.

Joseph is also a Certified FocalPoint Business Coach and looks to work directly with ECPs in achieving their goals.

Through his current endeavour, the (Revenue RX, Optical Retail Wins podcast) he shares the challenges and solutions of running an Optical business.

His insights are shared with optical business owners aspiring for greater success in his new book, “An Entrepreneur’s Eye Care Odyssey: The Path to Optical Retail Success.”

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Buying or Selling: What You Need to Know

Buying-Selling A Practice, Practice

What business owners and purchasers really want to know is, “What do I need to know?” I’ve always believed in the adage, “You don’t know what you don’t know.” A life decision this big requires you to consider things you may not have thought about before.

Sellers

Top of mind questions that should be discussed include:

Am I getting enough for what I have built?

In my experience, sellers often overestimate or underestimate value based on emotion rather than market reality.

There’s no doubt the value of your business matters. But like in real estate, the value is ultimately what someone else is willing to pay. We can apply all sorts of formulas and valuation methods, but unless a buyer supports that number, it doesn’t matter much.

Realize that price is only one part of the equation. Do you have a desire to leave your practice independent? Would you prefer that your associates carry on your legacy?

Have you considered the impact of taxation? Qualifying for the Lifetime Capital Gains Exemption can save you up to $312,000. Structuring a sale correctly can have a significant impact on your take home profit.

Are there any holdbacks on the offer? Clauses that you are concerned about?

How will this decision affect my family?

When I sold my practice, I underestimated how much the change would affect my family.

While many people sell when they’re ready to retire, I’m increasingly hearing from owners who want to exit earlier to gain more time flexibility. Understanding how your household income will change—and ensuring all decision-makers in your home are on board—is essential.

How will this decision affect my financial picture and future cash flow?

You’ve spent your life saving. Saving for the next business investment. Saving for your next car. Saving for your future.

Many small business owners have poured the majority of their free cash flow into their businesses with the understanding that selling the business would eventually provide the income they’ll need in retirement. I found that mapping out my post-sale cash flow gave me clarity on what the sale price could realistically support – and helped me avoid inflation surprises.

Having a clear understanding of all your assets and how they will create your future cash flow is critical to developing a comfort around your decision to sell and the post-tax price you actually need to meet your desired next chapter spending.

Am I able to shift gears mentally?

First off, you are still a doctor. Despite the fact that selling your practice doesn’t negate your education, it will still be an adjustment.

With any life transition, it’s best to have something that you are looking forward to. Start with a celebration and have an idea of how you will fill your time. You still have great value and wisdom – and now you have time to enjoy and contribute to your community in a different way.

Buyers

There is so much excitement (and anxiety) around buying a practice. It’s a big purchase and the decision shouldn’t be taken lightly. Ensure you have considered the following:

What is a reasonable price for the practice I’m looking to purchase?

There are many aspects of a practice that should be considered prior to purchase including how clean the financial statements are and what leases or operating loans you may be taking over.

Will there be an instant reduction in revenue with the departure of the previous owner? How do you envision managing this?

Who is your landlord and what terms are built into the lease? If the lease is set to expire soon, will you be forced to find a new space and incur significant leasehold improvement expenses? Are you expected to purchase the building with the business?

How am I going to finance the purchase?

There are numerous financing options available, from vendor buy back to full lender financing. What terms are being offered? How flexible is the lender on amortization periods?

Are you able to purchase the commercial property without the standard 20% downpayment?

On top of the initial purchase cost, you will also want to consider how you will create the free cash flow needed to make your payments on time. Do you know where you have the most control over your bottom line? Are there areas of the practice where you can create instant added value?

What impact will this purchase have on my lifestyle?

Despite the reality that most optometrists can live on less income than they are currently earning, it’s rare that someone is actually willing to reduce their lifestyle.

Ensure you have crunched the numbers to review the cushion you have after you make your financing payments. A purchase can quickly become a stress point if you’re unable to meet your debt obligations. Planning ahead gives you the confidence to move forward without sacrificing your lifestyle.

And let’s not get started on the vast number of considerations to explore if you are creating or joining a multi-owner practice!

Conclusion

There are so many questions and options to explore, many times under a clock that seems to be ticking too fast. Delaying a transaction a few weeks or months won’t likely make a big difference in your life, but taking the time to review both the financial and emotional implications ahead of time can save you hours of anxiety and stress.

Have questions? Not sure what questions you should be asking? I’ve been through this journey and know how overwhelming it can feel. Let’s talk. You can reach me at roxanne@c3wealthadvisors.ca or 780-261-3098 to book a conversation.

Roxanne Arnal is a Certified Financial Planner®, Chartered Life Underwriter®, Certified Health Insurance Specialist, former Optometrist, Professional Corporation President, and practice owner. She is dedicated to empowering individuals and their wealth by helping them make smart financial decisions that bring more joy to their lives.

This article is for information purposes only and is not a replacement for personalized financial planning. Errors and Omissions exempt.

ROXANNE ARNAL,

Optometrist and Certified Financial Planner

Roxanne Arnal graduated from UW School of Optometry in 1995 and is a past-president of the Alberta Association of Optometrists (AAO) and the Canadian Association of Optometry Students (CAOS). She subsequently built a thriving optometric practice in rural Alberta.

Roxanne took the decision in 2012 to leave optometry and become a financial planning professional. She now focuses on providing services to Optometrists with a plan to parlay her unique expertise to help optometric practices and their families across the country meet their goals through astute financial planning and decision making.

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Navigating Family Dynamics in Eye Care – The Emotional Intelligence Advantage

Human Resources, Leadership

Jade Bodzasy Navigating Family Dynamics in Eye Care

Family-owned businesses in the eye care industry offer a unique blend of trust, legacy, and commitment, but they also come with emotional complexities that can impact team performance and workplace culture. When your business partner is also your sibling, spouse, parent, or child, it’s not just about optics and prescriptions, it’s about navigating deeply personal relationships in a professional space.

This is where emotional intelligence (EQ) becomes your most valuable leadership tool.

The Challenge: Dual Roles, Overlapping Expectations

In a family-run eye care clinic, it’s not uncommon for professional decisions to be clouded by personal history:

A father struggles to let his daughter make leadership decisions, still seeing her as “the kid.”
Siblings clash over strategic direction because old rivalries resurface in high-stress moments.
A spouse feels undervalued in their role but avoids raising it to “keep the peace.”

These dynamics aren’t just inconvenient, they affect staff morale, patient experience, and business growth.

The good news? EQ offers a roadmap to navigate these situations without sacrificing relationships or results.

Four Emotional Intelligence Strategies for Family-Run Eye Care Clinics

1. Self-Awareness: Understand Your Emotional Triggers

You can’t manage what you don’t recognize. Start by identifying how your emotions, especially those tied to family, show up in your work.

Do you avoid giving feedback to a sibling because you’re afraid of offending them?
Are you more reactive with a family member than you’d be with a non-related employee?

Tip: Journaling after difficult interactions can help you spot patterns. Regular check-ins with a coach or mentor outside the family can also provide perspective.

2. Self-Management: Respond, Don’t React

Emotions are valid, but not always helpful in the heat of the moment. Managing your emotional responses ensures that conversations stay productive.

Pause before reacting to a family member’s critique.
Use calming techniques (deep breath, short walk, grounded language) before responding to tension.

Tip: Create agreed-upon “pause protocols” for emotionally charged conversations. This shows maturity and protects relationships.

3. Social Awareness: Recognize What Others Might Be Feeling

Working with family can make it easy to assume you know what someone else is thinking, but assumptions are often wrong.

Your brother might be pushing for change not because he’s dismissing tradition, but because he’s worried about staying competitive.
Your spouse might be resistant to delegating not out of control issues, but because they’re scared to let go of something tied to your family’s reputation.

Tip: Ask instead of assuming. Try “Can you walk me through your perspective?” or “What’s behind that decision for you?”

4. Relationship Management: Lead with Respect and Boundaries

Healthy family-business relationships require two things: respect and clear boundaries.

Set times to talk about business, and times to just be family.
Create role clarity for each family member. If you’re the business manager and your sibling is the lead optometrist, treat each other accordingly during clinic hours.

Tip: Establish ground rules together. For example: “Let’s not make major business decisions during family dinners,” or “Let’s debrief tough days once emotions cool.”

Why It Matters

Patients can feel tension. Staff can feel when decisions are personal, not professional. A family-run business thrives when emotional intelligence is high because:

It creates psychological safety for non-family team members.
It builds a culture of open communication and trust.
It ensures that legacy and innovation can coexist.

Your clinic’s success isn’t just about patient retention and optical sales; it’s about the energy your team brings into the room each day. EQ helps ensure that energy is constructive, connected, and forward moving.

Final Thought: Legacy Thrives with Leadership

Running an eye care business with family can be the most fulfilling experience of your career, if you commit to leading with emotional intelligence. EQ won’t erase your history, but it will help you shape your future together.

Choose EQ.

Jade Bodzasy

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Revenue RX Episode 21: Exit Strategy – Who, What, Where, When, and Why

Practice, Revenue RX

Most optical business owners pour their energy into growth—new patients, new products, and new marketing strategies. But here’s a reality check: every business will eventually change hands. The question isn’t if you’ll exit, it’s how.

In this episode of Revenue RX: Optical Retail Wins, I unpack the essentials of building a smart exit strategy—one that keeps you in control, maximizes your return, and protects the legacy you’ve worked so hard to create.

Why Start with the End in Mind?

It might sound odd to plan your exit on day one of starting or buying a business. But thinking ahead shapes smarter decisions. Clean financials, efficient systems, and minimizing dependence on you as the owner—all these choices make your business more valuable later.

I learned this lesson the hard way. Without an exit plan, I ended up leaving one of my businesses on someone else’s terms, not mine. Trust me, being prepared beats being forced into a decision.

When Should You Plan Your Exit?

The best time to start planning is 2–5 years before you want to leave. That window gives you time to:

Optimize operations
Build consistent revenue flow
Resolve debts or liabilities
Create documented systems that allow the business to run without you

Whether it’s retirement, health, or just a new chapter, early planning ensures a smoother, more profitable transition.

Key Steps to a Successful Exit

Set Clear Goals
Decide what matters most: maximum profit, a quick sale, or passing it to family or employees.
Get a Professional Valuation
Know what your business is truly worth, emotion aside.
Optimize Your Business
Streamline financials, operations, and customer relationships so the business is appealing without you.
Build Your Team
Brokers, accountants, lawyers, and advisors all play a role in structuring the deal right.
Market the Sale
Explore external buyers, employee succession, or family transfer.
Negotiate Smartly
Screen buyers, manage due diligence, and set realistic terms.
Close and Transition
Finalize contracts, hand over relationships, and guide the new owner through the change.

A Lesson from Home Ownership

If this all feels abstract, think about your house. You keep it in good condition, make upgrades, and stay market-ready so you can sell at the right time for the best price. Your business deserves the same mindset.

Just as a well-maintained home attracts buyers, a business with clean books, updated systems, and reliable staff becomes far more valuable.

Final Takeaway

Exiting your business is inevitable. The only question is whether you’ll do it on your terms or someone else’s. Start planning today:

Hire for sustainability, not dependence.
Keep your business market-ready at all times.
Build an operation that thrives with or without you.

With the right preparation, your business can command a higher price, survive the transition, and give you peace of mind.

Joseph Mireault

Joseph Mireault, Optical Entrepreneur, Business Coach, and Published Author.

Joseph was the owner and president at Tru-Valu Optical and EyeWorx for 16 years. During his tenure, he consistently generated a sustainable $500K in annual gross revenue from the dispensary.

He now focuses on the Optical industry, and as a serial entrepreneur brings extensive experience from a variety of different ventures.

Joseph is also a Certified FocalPoint Business Coach and looks to work directly with ECPs in achieving their goals.

Through his current endeavour, the (Revenue RX, Optical Retail Wins podcast) he shares the challenges and solutions of running an Optical business.

His insights are shared with optical business owners aspiring for greater success in his new book, “An Entrepreneur’s Eye Care Odyssey: The Path to Optical Retail Success.”

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Revenue Rx Episode 20: Great Salespeople: Born or Made?

Practice, Revenue RX

Running an optical practice isn’t just about providing great eye care—it’s about keeping the dispensary humming, because that’s where 60% or more of your revenue is generated. And who drives that revenue? Your team. The people on the floor, connecting with patients, guiding them to the right products, and ultimately closing sales.

In this episode of Revenue RX: Optical Retail Wins, I take on a classic question that directly impacts your bottom line: Are great salespeople born, or are they made?

It’s more than a philosophical debate. How you answer this shapes how you hire, train, and invest in your staff—the very people who make or break your business success.

Born Salespeople: Natural Charisma at Work

Some people walk into a room and instantly win others over. They read body language effortlessly, spark conversations with ease, and seem to influence without trying. Traits like charisma, confidence, empathy, and persuasiveness give them a head start.

But does natural charm guarantee long-term success in sales? Not always. Without structure, strategy, and discipline, even the most magnetic personality can fall short.

Made Salespeople: Skills That Can Be Learned

On the other side, there’s the belief that sales is a craft—something that can be taught, refined, and mastered with practice. From asking open-ended questions to handling objections, every step of the sales process can be learned.

The most successful “made” salespeople aren’t always extroverts; often, they’re the ones who listen deeply, adapt quickly, and continuously invest in their growth.

The Hybrid Reality

Here’s the truth: it’s not an either/or. The very best performers blend inherent traits with learned skills. Personality may give someone an edge, but attitude and commitment are what turn potential into results.

In fact, research shows that while knowledge and skills contribute about 15% to success, attitude accounts for 85%. That’s why hiring for attitude and training for skill is such a powerful approach.

Key Traits of Great Salespeople

Born Sales Traits:

Charisma that draws people in
Confidence that builds trust
Emotional intelligence to connect
Persuasiveness that feels authentic
Genuine curiosity about others

Made Sales Traits:

Relentless drive to succeed
Adaptability in shifting situations
Masterful listening skills
Problem-solving ability
Strong product knowledge
Consistent follow-up
Commitment to continuous learning

When both sets of traits come together, you have the makings of a sales powerhouse.

Why It Matters for Optical Owners

Hiring and training the right people isn’t just HR—it’s business survival. Your team is responsible for turning marketing spend into real revenue through conversions. If they can’t close, your ROI evaporates.

That’s why the born vs. made debate isn’t just academic. It’s about building a sales culture where natural talents are recognized, and learned skills are continuously sharpened.

The Sales Process in Action

Beyond traits, every great salesperson masters the process: prospecting, making the first approach, qualifying needs, presenting solutions, handling objections, closing with confidence, and following up to build lasting relationships.

Whether you believe people are born with it or grow into it, sales excellence comes from balancing the art of connection with the science of process.

Final Takeaway

Great salespeople aren’t just born, and they aren’t just made. They’re both. Success comes from hiring for attitude, training for skill, and fostering a culture of learning and growth.

Want to hear the full breakdown—including my take on why “attitude” might be the biggest secret weapon?

Joseph Mireault

Joseph Mireault, Optical Entrepreneur, Business Coach, and Published Author.

Joseph was the owner and president at Tru-Valu Optical and EyeWorx for 16 years. During his tenure, he consistently generated a sustainable $500K in annual gross revenue from the dispensary.

He now focuses on the Optical industry, and as a serial entrepreneur brings extensive experience from a variety of different ventures.

Joseph is also a Certified FocalPoint Business Coach and looks to work directly with ECPs in achieving their goals.

Through his current endeavour, the (Revenue RX, Optical Retail Wins podcast) he shares the challenges and solutions of running an Optical business.

His insights are shared with optical business owners aspiring for greater success in his new book, “An Entrepreneur’s Eye Care Odyssey: The Path to Optical Retail Success.”

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The Financial Seasons of an Optometric Practice: Start-Up, Growth, Maturity & Succession

Finance|Wealth

Every optometric practice evolves through distinct financial seasons, each with its own priorities, challenges and opportunities.

Start Up: Planting the Seeds

Location, location, location! Always start with good fertile soil. Focus your launch phase on building infrastructure, attracting patients and establishing your brand.

Because your revenue will likely be low and unpredictable, you need to be mindful of your cash flow and debt management. Ensure that you have a sufficient line of credit and payment terms for equipment, inventory and leaseholds. Don’t forget about insurance – especially business office expense disability coverage – you’ve committed a lot to this endeavour.

Take this time to build out your ideal operational systems. Focus on developing deep client relationships, a referral network and training of ideal staff.

Tip: Negotiate favorable vendor terms. Review the cash flow impact of leasing vs borrowing. Ensure you have adequate insurance coverage.

Growth: Plant Development

As you gain traction and patient volumes increase be sure to continue to fertilize your growth.

Reinvest into technology, staff and continual marketing. Consider adding specialty services that align with your patient base. Review your operational systems for efficiency and ensure you have sufficient support staff.

Great staff are worth keeping, consider adding benefit and retirement savings programs.

You always have to be thinking ahead to ensure the office is ready for additional patient needs.

Tip: Strategic reinvestment leads to continued growth.

Mature: Harvesting

The true beauty of a mature practice is that it creates a regular and growing income stream. Don’t take patient loyalty for granted. All relationships need continual care and appreciation.

Your size may permit better vendor pricing and terms. Consider purchasing your own clinic property with excess revenue. Look to other investment options, like corporate owned life insurance, to create a tax free savings opportunity.

Ensure that you understand your financial statements and keep an eye on your performance.

Tip: Keep an eye on your profit margin. If you aren’t continually profitable, you can’t continue to service your patients at the level you desire.

Succession: The Next Harvest

Transitioning ownership can be challenging. Planning ahead can ease the emotional strain and ensure that you are maximizing your financial success. This is your opportunity to preserve legacy and ensure continuity for all the people you have cared for these many years.

If you’re looking to step into your transition through partnership, a comprehensive joint venture agreement that addresses various triggering events and considers the use of insurance for emergency buy/sell is critical. Every good business marriage needs a signed contract. Be sure to download our Buy-Sell Agreement Checklist [https://c3wealthadvisors.ca/buy-sell-agreement-checklist/].

Understand your practice value, update your clinic appearance and equipment, ensure that you have reviewed tax planning opportunities.

Tip: You don’t know what you don’t know. Now is the time to reap the benefits of your years of sacrifice and success – let other’s help you to ensure that you have considered the impact of your various options.

Conclusion

Throughout your business ownership journey you will have many questions and opportunities to harness knowledge from those who have gone before you. Engage advisors and mentors to help guide you along the way. Perform financial audits and review your overall costs to ensure practice profitability – only through your success can you provide a level a care that your patients deserve.

Have questions? Don’t know what questions you should have? Roxanne has lived through all the seasons in her optometric and financial planning careers. Reach out via email at roxanne@c3wealthadvisors.ca or call 780-261-3098 to book a conversation.

Roxanne Arnal is a Certified Financial Planner®, Chartered Life Underwriter®, former Optometrist, Professional Corporation President, and practice owner. She is dedicated to empowering individuals and their wealth by helping them make smart financial decisions that bring more joy to their lives.

This article is for information purposes only and is not a replacement for personalized financial planning. Errors and Omissions exempt.

ROXANNE ARNAL,

Optometrist and Certified Financial Planner

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