Eye Care Business Canada

Beyond the Handshake: Caveats in Multi-Owner Practice Arrangements

three ODs signing a contract Roxanne Arnal sept 2026 ECBC article

Whether you’re entering a partnership, signing a shareholders’ agreement, or setting up a joint venture, shared ownership is becoming more common in optometry. It can give you access to capital, support your succession plans, and spread out the responsibilities of running the practice. But the real test of these arrangements is not how they begin, it’s how well they adapt when circumstances change.

Most ownership arrangements are put in place when everyone is aligned and optimistic about the future. The real value of a formal agreement shows up later, when circumstances change in ways no one expected.

Ownership vs. Control

One of the first questions to clarify is whether your ownership percentage actually gives you the decision-making authority you expect.

Your agreement may set different voting requirements for major decisions. Expanding the practice, bringing in a new owner, taking on significant debt, or selling the business may require more than a simple majority and, in some cases, everyone may need to agree.

Getting clear on these issues early can prevent disagreements later, especially when the real problem is simply that each owner has different expectations.

Planning for Life Events

Careers rarely unfold exactly as planned. Someone may want to reduce their clinical hours, retire earlier than expected, or step back because of a health challenge.

Before you sign, or at your next agreement review, make sure you can answer questions such as:

What happens if you or another owner wants to leave?
How will a prolonged disability be handled?
Can someone keep their ownership interest if their clinical involvement changes?
What happens when an owner retires or dies?

These conversations may feel uncomfortable, but they are much easier to have before a situation happens.

Valuation Matters

If an owner wants, or needs to sell, agreeing on a fair price can become surprisingly contentious. Your practice may have significant goodwill, growth potential, and future earning capacity that each owner may value differently.

For this reason, your agreement should set out a valuation process in advance. Whether you update the value regularly, use a formula or bring in an independent third party when needed, a defined process can reduce uncertainty when an owner leaves.

Contributions Change Over Time

Over time, the way each owner contributes will likely change. One person may take on more management responsibility while another elects to focus primarily on patient care.

As those responsibilities shift, a compensation structure that once felt fair may no longer feel that way.

Review expectations, workload, and compensation regularly. This helps keep the arrangement aligned with how the practice operates today and not just how it operated when the agreement was first signed.

A Business Relationship Deserves Business Planning

Most shared-ownership arrangements begin with trust, mutual respect, and a common vision. A formal agreement does not replace these qualities but rather provides a framework for working through the uncertainty that comes with owning a practice together.

As an optometrist, your practice is often both your career and one of your most significant financial assets. Whether you own it through a partnership, corporation, or joint venture, a clear agreement can help protect your business, your investment, and the relationships behind it.

The best time to work through these difficult questions is before you are facing a difficult situation.

You cannot eliminate every uncertainty. But with the right framework in place, you can face change with greater clarity, confidence, and control all while treating each owner fairly.

Have more questions? We’re here to help.

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 or legal advice. Errors and omissions excepted.

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The Checklist that Protects Your Practice’s Value

Buying-Selling A Practice, Practice

Yes, another checklist for your summer planning session. This stuff matters. A lot! Get it together, along with last week’s checklists, and you will be a top-value practice owner.

Essential/Critical Items

Proper, Written Associate and Employee Contracts
Premises Lease, Renewal and Assignment Options
Bank-Approved Professional Appraisal
Professional Incorporation and Minute Book Compliance
Clinical Services and Procedures Analysis
Active Patient Count, Complete with Demographics
Performance Data by Practitioner, per Hour/Day/Month
Accounts Receivable: Fully Reconciled and Purified

HOW DO I GET STARTED?

Assemble a team of professionals who have dealt with numerous optometric practice transitions.
Understand when and why each transition item should be introduced during the selling process. There is a strategic path to follow to ensure the integrity of your goodwill is maintained at all times.
Every transition is unique. Your broker will help you understand the many other transition items that will be added to your customized checklist.
Your ROI Broker will provide a transition manual explaining the dozens of minor business issues that will be transferred to the new owner and guide you through the many steps in the process, such as how, what and when to tell staff and patients.

JACKIE JOACHIM

Jackie Joachim graduated from the University of Toronto with a Bachelor of Arts degree in Economics and Political Science and has close to 30 years of experience in the health care sector. She began her career in banking where she learned how to finance health care practices. With 10 years of experience in practice management, she developed and delivered seminars to healthcare professionals across the country, coached hundreds of practitioners for planning, marketing, patient education, human resources and financial management. She has been a keynote speaker at both national and provincial association conventions where she has had the privilege of speaking with thousands of health care professionals across Canada. You can reach at Jackie.joachim@roicorp.com or 1-844-764-2020.

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Optometry Practice Strategies Series Returns This Fall with New Business-Focused Webinars

NextGenOD

The fall program opens with practice valuation and expands into AI, acquisition financing and tax planning — supported by a new confidential survey of Canadian optometrists.

A Fall Program Built Around Practice Decisions

Eye Care Business Canada’s Optometry Practice Strategies Series returns this fall with a new lineup of webinars designed to address practical business issues at different stages of optometric practice ownership.

The fall program begins September 16 with a session on practice valuation, followed by webinars exploring artificial intelligence, practice acquisition from a banker’s perspective, and tax planning for incorporated and non-incorporated optometrists. The series is designed to provide useful, practice-focused information while giving participants several ways to build continuing education into their schedules.

First Up: What Drives Practice Value?

Factors Driving Practice Value in Today’s Market will be presented by practice transition expert Jackie Joachim on Wednesday, September 16 at 7:00 PM EDT.

Whether an optometrist is considering a future sale, evaluating an acquisition or simply looking to strengthen the business, understanding what contributes to practice value can support better long-term decisions. The session will examine the factors that influence valuation in today’s market and help participants look at their practice through the lens of both current performance and future transferability.

COPE CE credit is available through qualifying live attendance at this webinar.

More to Come This Fall

The September 16 webinar is the first of four new fall sessions. On September 23, Dr. Abdullah Sarhan and Maryam Moharib will present AI Trends in Optometry: Cut Through the Noise. October then turns to the financial side of ownership, with Through a Banker’s Lens: Buying an Optometric Practice on October 7 and Keep More, Grow More: Tax Planning Strategies for Incorporated and Non-Incorporated Optometrists on October 28.

Each webinar can be registered for individually, or optometrists can register for multiple sessions through the series landing page.

New Survey: What Financial and Tax Resources Do Optometrists Need?

Alongside the fall program, Eye Care Business Canada is inviting optometrists to participate in a confidential survey focused on their needs and priorities related to banking, financial and tax services.

The survey is intended to help identify the areas where optometrists would benefit from more information, education and practical resources. Responses are confidential and the survey results will not be shared. Instead, the findings will be used internally to help shape future resources and better target content to the specific needs identified by optometrists.

Participants will also be eligible for a $500 prize pool.

Complete the survey HERE.

CIBC Commercial Banking Joins the Series

Eye Care Business Canada is also pleased to welcome CIBC Commercial Banking as a new sponsor of the Optometry Practice Strategies Series.

CIBC joins ROI Corporation, MNP, Tecksoft EHR and Théa Pharma Canada in supporting the series and its focus on practical education for Canadian optometrists.

Register for the Fall Series

Registration is free. Optometrists can register for any or all of the upcoming webinars at:

https://vuepoint.ac-page.com/ODPracticeStrategySeries

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Pivot to Patience – Managing the Emotionally Elevated Child in Pre-Testing

Human Resources, Training & Onboarding

Jade Bodzasy Pivot to Patience July-August 2026

When a child arrives for pre-testing already in a state of “high alert”, whether it’s a full-blown tantrum, silent freezing, or vibrating with anxiety, the clinical data usually becomes secondary to emotional regulation. If you try to force a measurement now, the “noise” from their stress will likely yield inaccurate results anyway.

Here is how to apply EQ to de-escalate the situation and salvage the appointment.

The “Neutrality” Reset

When a child is elevated, the environment often becomes high-decibel and high-stress. As the professional, your first move is to introduce Neutrality.

Lower the Volume: Speak at a volume just above a whisper. This forces the child to quiet down to hear you and breaks the cycle of “shouting over” the noise.
Minimize the Audience: If the pre-test room is crowded or visible to the waiting area, close the door or move to a quieter corner. Reducing sensory input is the fastest way to lower cortisol.

Narrative Labeling (The “I See You” Technique)

High EQ doesn’t mean “fixing” the emotion; it means acknowledging it. Children often escalate because they feel misunderstood or out of control.

Acknowledge the Feeling: Instead of saying “Don’t be scared,” try: “It looks like you’re feeling really overwhelmed right now. This room has a lot of big machines and that can be a lot for anyone. What should we do to help your body calm down?”
Give Permission: Tell them it is okay to be nervous. By removing the pressure to “be brave,” you often remove the resistance.

Tactical Agency: Give Them the “Off” Switch

Anxiety is rooted in a lack of control. To get the data you need, you have to give some power back to the child.

The “Stop” Signal: Give them a physical signal (like raising a hand) that means you will stop the test immediately. When they know they have an “exit,” they are far more likely to stay in the chair.
The Choice Illusion: Ask, “Do you want to do the ‘balloon machine’ (autorefractor) first, or should we take the ‘eyeball picture’ (fundus photo)?” The order doesn’t matter to your data, but it matters immensely to their sense of autonomy.

Utilization of “Collaborators”

In these moments, the parent is your most important Collaborator.

Indirectly regulate the Parent: If the parent is frustrated or embarrassed by the child’s behavior, it will escalate the child. Calmly tell the child, so that the parent can hear: “It’s okay, lots of people feel this way about this space. Let’s just give you a minute to calm your body. Maybe your parent could help show you how the chin rest works?”
Physical Grounding: If the child is small, have them sit on the parent’s lap for the pre-testing. The physical proximity to their “safe person” can calm them down enough to get a good reading.

The “Pivot” Strategy

Sometimes, the EQ move is knowing when to stop. If you have tried de-escalation for five minutes and the child is still in a “fight or flight” state, pushing forward will only create a traumatic association with eye care.

Reschedule with Intent: Pivot the conversation. “I can see today is a big day for your eyes. Why don’t we try one small thing, and then we’ll save the rest for another visit when you’re feeling more like a scientist?”
The “Win” Ending: Always end on a successful note, even if it’s just the child successfully sitting in the chair for five seconds. Give the sticker anyway. You are “playing the long game” for their future eye health.

Summary for the Team

When a child is elevated, your job title shifts from Technician to Regulator. By focusing on their emotional safety first, you aren’t “wasting time”, you are ensuring that when you finally do get that measurement, it is accurate, and the patient is willing to come back next year.

Want to learn more about Emotional Intelligence, find more resources at 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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Children: The Hidden Treasure of Practice Building

Practice

Diana Monea Children The Hidden Treasure

Practitioners who focus on pediatric eye care can drive lasting practice growth by prioritizing children’s vision, treating children as an essential yet often overlooked source of continuity, personal achievement, and gratification.

Vision is vital for a child’s development and education. About 80% of learning is visual, so even minor vision issues can hinder school performance and self-esteem. Teachers frequently request vision checks when students struggle, showing the importance of eye care in learning.

Lessons from the Real World

Over 50 years, my team and I managed three Eye Health Centres. A constant lesson we have learned is that children build practices. When children trust us, families return. Parents value their child’s care, which creates relationships over generations. Pediatric care gives lasting practice growth through relationships, unlike short-term marketing. Each appointment is a chance to teach families about the importance of eye health, and educating parents is key. Many people do not know that vision cannot be replaced at any price and that hidden eye issues, not obvious to the parent or child, can affect learning and confidence. Explaining vision’s role in a child’s development helps parents see the value of a comprehensive eye health exam.

Discussing with parents the impact of vision and the role genetics plays also increases engagement and adult referrals. When parents see eye health as essential to their child’s development and understand that vision changes as a child grows, they become long-term and consistent advocates for routine care. Educating families about the benefits of regular eye care not only benefits children but also practices by deepening trust and creating lasting loyalty. Soon, annual exams become part of a continuous health care plan for life.

Connecting Through Clear Direct Communication

Proper communication is essential when addressing children. It is important to communicate directly with children using simple terms. Effective pediatric communication means engaging children in their own treatment, not just addressing the parents. For example, instead of “We need to patch the eye,” say, “We cover your stronger eye, so the weaker one gets stronger. Do you see this eye doesn’t see as well?” Even young kids understand simple explanations. When they know why treatment matters, they feel less anxious and have fun in making their “broken” eye see better. Such engagement boosts cooperation.

You may then ask children about their favourite colour, advising the optician in front of the child about the colour and asking to see the child when they have selected the glasses. Such interaction increases child compliance and impresses parents, which builds positive rapport – everyone wants to come back because they are treated “special.” When children and even adults feel noticed, they cooperate and eagerly want to come back.

These instances build practice success. Happy children make the experience positive and encourage trust. When kids enjoy the clinic, parents return, improving retention and reputation.

The clinic environment matters. A friendly environment turns routine care into memorable visits. Positive experiences encourage children to follow treatment, improving results and trust.

Children who grow up receiving consistent eye care often return as adults and bring their own children. This cycle strengthens the foundation of practice, creating enduring relationships over the course of decades.

Later, practitioners will see that generational continuity is a key factor in succession planning through “goodwill.” Word-of-mouth referrals from satisfied families remain the most powerful and cost-effective form of practice growth. Pediatric eye care is about forming lasting trust and relationships. Prioritizing children’s care is the central catalyst for sustainable, generational growth in practice.

Children are not only patients but also the essential treasure of practice builders, directly shaping lives and guaranteeing the success and longevity of eye care practices.

Dr. Diana M. Monea, OD

Dr. Diana M. Monea is an award-winning optometrist, author, and keynote speaker with more than four decades of leadership in clinical practice, business ownership, and professional education. Founder and former CEO of Eye Health Centres, she now focuses on consulting, mentorship, patient care, and public speaking.

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Understanding Capital Gains: Inclusion Rates, the LCGE, and Capital Losses

Finance|Wealth

For many optometrists, much of their financial planning focuses on practice growth, long-term investing, and retirement preparation. Yet some of the most significant tax consequences arise when an investment, business asset, or practice interest is sold.

Understanding how capital gains, capital losses, and available exemptions are treated can provide valuable context when making major financial decisions.

What Is a Capital Gain?

A capital gain occurs when an asset is sold for more than its adjusted cost base. Common examples include investments held in a non-registered account, real estate that is not a principal residence, or shares of a private corporation, such as your practice.

For example, if an investment was purchased for $100,000 and later sold for $150,000, the capital gain would be $50,000.

Unlike employment or professional income, only a portion of a capital gain is taxable.

Understanding the Capital Gains Inclusion Rate

As of 2026, the capital gains inclusion rate remains at 50%.

This means that only half of a realized capital gain is included in taxable income. Using the previous example, a $50,000 gain would result in $25,000 of taxable income.

While the inclusion rate has changed several times throughout Canadian tax history, capital gains continue to receive preferential tax treatment compared to employment or professional income.

Why Capital Gains Matter for Optometrists

An optometrist may realize capital gains through:

The sale of shares of an incorporated practice
The sale of investments held outside registered accounts
The transfer of certain business assets
The disposition of recreational or investment real estate

Since practice value often represents a significant portion of an optometrist’s net worth, understanding the tax implications of a future sale becomes increasingly important as retirement approaches.

The Lifetime Capital Gains Exemption (LCGE)

One of the most valuable tax provisions available to Canadian business owners is the Lifetime Capital Gains Exemption (LCGE).

The LCGE allows eligible individuals to shelter a significant portion of capital gains realized on the sale of qualified small business corporation shares. The exemption was increased to $1.25 million, with the limit indexed to inflation beginning in 2026.

When available, the LCGE can significantly reduce or even eliminate tax on a portion of the gain realized on the sale of a professional corporation.

However, eligibility requirements are detailed and must be satisfied both at the time of sale and throughout the 24 months leading up to the transaction.

Key tests must be met regarding:

The nature of the corporation’s assets
The ownership of the shares
The active business use of corporate assets

Seemingly minor issues, such as excess passive investments and permanent life insurance policies accumulating inside a corporation, can sometimes affect eligibility. As a result, corporate structures should be reviewed well before a planned sale to preserve eligibility for the exemption.

What Happens When Investments Decline? Understanding Capital Losses

Not every investment produces a gain.

When an asset is sold for less than its adjusted cost base, the resulting loss is known as a capital loss.

Capital losses generally cannot be used to reduce employment income, professional income, or other ordinary sources of earnings, but rather are applied against taxable capital gains.

This creates several planning opportunities.

A capital loss may be used to:

Offset taxable capital gains realized in the current year
Carry back against taxable capital gains from any of the previous three taxation years
Carry forward indefinitely to offset future taxable capital gains

This flexibility can be valuable during periods of market volatility, particularly when gains and losses exist across different holdings.

Looking Beyond the Tax Result

Although tax considerations are important, they are only one part of a larger financial picture that may include retirement planning, liquidity needs, risk management, and estate objectives.

Tax on a capital gain is often the result of a successful investment outcome.

Conversely, realizing a loss solely for tax reasons may not improve long-term financial results if the investment strategy itself no longer aligns with broader objectives.

For optometrists who already have significant exposure to a single business asset through their practice, this balanced perspective can be particularly valuable. The tax treatment of gains and losses matters, but so does maintaining an investment portfolio that supports diversification and long-term financial stability.

A Useful Framework

Capital gains rules influence investment decisions, business succession planning, and retirement outcomes throughout an optometrist’s career.

The inclusion rate determines how gains are taxed, the LCGE may provide significant relief on the sale of qualifying practice shares, and capital losses can help offset gains when investment results are uneven.

Understanding how these rules work provides a stronger foundation for making informed financial decisions over time.

Have more questions? We’re here to help.

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

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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AI in Eye Care: Six Tools Influencing Clinical Practice

Human Resources

Artificial intelligence (AI) has been widely discussed in recent years, but its impact on Canadian eye care is now tangible. From personalized dry eye management to automated retinal screening and advanced OCT biomarker analysis, AI-driven platforms are helping clinics improve efficiency, standardize documentation, and strengthen diagnostic support.

Not all AI tools serve the same function. Some operate as screening and triage systems, others deliver quantitative imaging analytics, and some provide broader clinical decision-support resources.

Below is an overview of six AI-enabled tools currently shaping clinical conversations in Canadian eye care.

CSI Dry Eye Software – Standardizing Dry Eye Care

Dry eye disease remains one of the most common conditions encountered in primary eye care. CSI Dry Eye Software is a cloud-based clinical management platform designed to structure and streamline dry eye assessment and management.

Using AI-driven algorithms, the platform synthesizes patient questionnaires, diagnostic testing, and clinical findings. It identifies likely contributing mechanisms—such as evaporative or aqueous-deficient components—and generates structured, individualized treatment plans.

Key capabilities include:

Analysis of multiple dry eye tests, patient questionnaires, and clinical data to identify underlying causes and contributing factors.
Support for personalized, protocol-driven treatment plans by comparing patient data against databases of OTC products, prescription therapies, and in-office procedures.
Longitudinal tracking of patient progress across multiple visits.
Cloud-based access (SaaS) with structured dashboards, automated reminders, customized reporting, and follow-up tools to streamline workflow.
Reduced chair time and decreased subjective variability through standardized analysis and treatment guidance.

Integration considerations: CSI operates as a browser-based SaaS platform and does not require proprietary hardware. It works with most dry eye data already collected in clinic. EMR integration varies by system; summaries can typically be exported or incorporated into records.

Best suited for: Clinics seeking structured, protocol-driven dry eye management.

OphtAI – Automated Retinal Screening

OphtAI is designed for automated analysis of colour fundus photography. It screens for diabetic retinopathy, glaucoma, and age-related macular degeneration (AMD), generating real-time reports with lesion mapping, severity grading, and confidence scoring.

Key features include:

Detection of major retinal diseases from fundus photographs.
Real-time analysis with downloadable PDF reports detailing lesion mapping and severity grading.
Flexible access via web portal, mobile application, or API.
Designed for rapid, automated screening in tele-ophthalmology or population-based programs.

Integration considerations: The platform is accessible via web, mobile, or API. In Canada, it is also currently integrated with Tecksoft EyeVu EMR. It does not require proprietary imaging hardware beyond a compatible fundus camera.

Best suited for: Primary care environments and large-scale screening programs.

Altris AI – OCT Biomarker Quantification

Altris AI focuses on AI-enhanced interpretation of OCT scans. The platform detects and quantifies more than 70 retinal pathologies and biomarkers, including drusen subtypes, fluid, atrophy, and edema. It is particularly positioned for monitoring AMD, in both dry and neovascular forms.

Core features include:

Automated detection and quantification of 70+ retinal biomarkers and pathologies.
Highlighting and longitudinal tracking of AMD-related features to support monitoring of progression and treatment response.
Conversion of raw OCT data into structured, reproducible outputs, including heatmaps, Early Treatment Diabetic Retinopathy Study (ETDRS) grid visualizations, graphs, and quantitative measurements.
Support for research workflows through longitudinal comparisons and advanced analytics.

Integration considerations: Altris AI offers cloud-based access as standard, with on-premise options available. It is vendor-neutral and designed to integrate into existing OCT workflows, compatible with devices from multiple major manufacturers.

Best suited for: Retina-focused practices and imaging centres requiring detailed OCT analytics.

AI4Eyes – Ocular Surface Test Consolidation

AI4Eyes is a Canadian-developed platform that combines proprietary hardware with AI-driven diagnostic software. The tool consolidates approximately 10 anterior segment tests into a streamlined, AI-guided imaging workflow. Clinicians receive AI-supported diagnostic suggestions and treatment recommendations for review.

Notable capabilities:

Consolidation of multiple anterior segment tests into a single AI-guided workflow.
Machine learning–based analysis of ocular surface parameters.
Personalized treatment suggestions that clinicians can validate and refine.

Integration considerations: AI4Eyes integrates into the pre-test workflow and supplements existing diagnostic data collection. Unlike pure SaaS platforms, it requires acquisition of dedicated hardware.

Best suited for: Practices investing in integrated anterior segment and dry eye diagnostics.

VisualDx – Broad Clinical Decision Support

VisualDx is a clinical decision-support platform rather than a dedicated eyecare AI tool. It contains a database of more than 45,000 medical images and peer-reviewed clinical content.

Clinicians can input signs and symptoms to generate differential diagnoses—particularly valuable when ocular findings intersect with dermatologic or systemic disease.

Core benefits include:

Searchable content extending beyond ophthalmology, supporting multi-system evaluation.
Access to treatment guidance, ICD coding support, and complication alerts.
Patient education tools to facilitate communication and shared decision-making.

Integration considerations: VisualDx is web-based and accessible via browser or app, with API integration options available.

Best suited for: Clinicians managing complex or multi-system presentations.

OCTolyzer – Open-Source OCT Research

OCTolyzer occupies a distinct niche as an open-source OCT analysis toolkit developed for research use. In Canada, it may be used in research environments but is not intended for direct patient diagnosis.

The platform performs automated retinal and choroidal segmentation and extracts quantitative metrics such as thickness measurements and vascular indices.

Integration considerations: OCTolyzer runs on standard computing systems and is platform-agnostic. It is not a regulated clinical diagnostic device and is intended for academic research, validation studies, and AI development.

Best suited for: Universities, research laboratories, and AI development teams.

In Summary

AI adoption in Canadian eye care continues to accelerate, with tools serving diverse clinical objectives:

CSI Dry Eye Software and AI4Eyes focus on structured ocular surface management.
OphtAI supports retinal screening.
Altris AI enhances OCT biomarker analysis.
VisualDx strengthens cross-disciplinary differential diagnosis.
OCTolyzer advances academic research and innovation.

Selecting the appropriate platform depends on clinical focus, practice size, patient volume, regulatory considerations, and readiness to integrate new technologies into established workflows. As AI continues to evolve, its role in Canadian optometry is shifting from experimental to operational—reshaping how optometrists assess, document, and manage ocular disease.

Maryam Moharib, BOptom, BHSc, CSPO, CAPM

Maryam holds degrees in Health Sciences from the University of Ottawa and in Optometry from Anglia Ruskin University in Cambridge, England. She has dedicated many years to working alongside ophthalmologists in refractive surgical clinics, where she gained significant experience in clinical training and in EMR implementation for various software platforms.

Maryam has also worked as a certified product owner with an EMR software company where she played a key role in effectively bridging the gap between clinical needs and technology. Additionally, her certification in project management from the Project Management Institute has equipped her with the skills to lead implementation and transformative clinic projects successfully.

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Debt Free, Cash Free Deals in an Optometry Practice Sale

Finance|Wealth

When an optometry practice changes hands, attention often settles on the purchase price. But beneath that number is a more practical question: what exactly is being transferred to the buyer, and what remains with the seller?

A “debt free, cash free” deal is one way this is addressed, particularly when equipment financing, leases, inventory, and working capital are involved. The phrase sounds simple, but the details can materially affect what the buyer receives and what the seller keeps.

What does “debt free, cash free” mean?

At its core, this structure separates the operating value of the practice from its financing history. The buyer acquires the clinic, patient base, goodwill, systems, and operating assets, but not the seller’s excess cash or debt obligations.

For optometry practices, this distinction matters because equipment loans and leases are often tied directly to the assets needed to run the clinic. Exam lanes, imaging systems, diagnostic technology, and optical equipment may all carry financing that must be dealt with before closing.

Equipment loans and the reality of settlement

Equipment loans are often paid out before closing so the buyer receives the equipment free and clear. That keeps the transaction clean, but it also affects the seller’s net proceeds.

A practice may have a strong headline value, yet the owner’s actual outcome can be reduced if recent technology purchases still carry significant debt. This is one reason sellers need to look beyond the sale price and understand how financing will be settled.

When are leases transferable?

Leases introduce a more nuanced layer. Unlike term loans, some equipment leases can be assigned to a buyer, subject to lender approval. When this happens, the obligation may travel with the asset rather than being paid out beforehand.

In practice, there are three common ways to address leases:

Assigned to the buyer: the buyer assumes the remaining payments, usually with lender approval and a purchase price adjustment.
Paid out by the seller: the seller clears the lease before closing so the asset transfers free and clear.
Handled through a negotiated adjustment: the economics of the lease are reflected in the deal rather than strictly assigned or paid out.

The important detail is that “transferable” does not mean “automatic.” Lease terms, lender policies, and buyer qualifications all matter. This should be clarified early in the transaction process to avoid last-minute disruption.

Working capital and inventory

Even in a debt free, cash free deal, the buyer expects to receive a clinic that can operate on day one. That usually means a normal level of working capital, including receivables, payables, prepaid expenses, and inventory.

Most transactions establish a working capital target that reflects what is typical for that practice. If the seller runs inventory unusually low before closing, or builds it up beyond normal levels, the purchase price may be adjusted back to the agreed baseline.

Inventory deserves particular attention in an optometry practice because frames, lenses, and contact lenses support both patient care and revenue generation. It is usually included as part of working capital delivered at closing, but it is not always valued at retail.

Inventory is typically measured at cost rather than retail value.
Slow-moving frames, outdated styles, or discontinued product lines may be discounted or excluded.
Unusual changes before closing are often adjusted back to a normal operating level.

For sellers, this can highlight capital tied up in product. For buyers, it helps ensure the clinic remains ready to operate immediately after closing.

The definitions drive the outcome

The phrase “debt free, cash free” provides structure, but the definitions drive the outcome. Which debts must be cleared? Which leases can be assigned? What level of working capital is normal? How will inventory be valued?

These details directly influence both the buyer’s experience and the seller’s net result. In optometry, where equipment investment and inventory management are part of daily practice life, clarity on these points can prevent surprises and create cleaner expectations on both sides.

Have more questions? We’re here to help.

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

ROXANNE ARNAL,

Optometrist and Certified Financial Planner

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Specsavers Canada Partners with PC Optimum on National Points Program

Digital Marketing, Marketing, Practice, Products | Services | Industry News

Specsavers Canada has announced a new national partnership with PC Optimum™, allowing members of the loyalty program to earn points on eligible purchases at Specsavers locations across Canada.

The arrangement gives PC Optimum members 10 points for every $1 spent on eligible purchases, including glasses, lenses, contact lenses and accessories. Points are earned by scanning a PC Optimum card or app at checkout.

For Specsavers, the partnership adds a consumer loyalty component to its Canadian retail model at a time when optical groups continue to look for ways to increase patient engagement, strengthen value perception and compete for repeat eyewear and eyecare purchases.

PC Optimum is one of Canada’s largest loyalty programs, with a broad redemption network that includes Shoppers Drug Mart®, Pharmaprix®, Loblaw-banner grocery stores, Esso stations, Joe Fresh® and PC Express®. For consumers, the value proposition is that points earned on optical purchases can be used across a wider retail ecosystem.

The partnership applies at all Specsavers locations nationwide. According to the company, members can continue to earn PC Optimum points in addition to existing Specsavers offers and promotions, with further bonus opportunities available through the PC Optimum app.

Specsavers says the initiative comes as it marks five years of growth in Canada. The company now operates more than 270 stores across nine provinces and one territory.

In July 2025, the companies announced that 111 existing Theodore & Pringle optical locations will be rebranded as Specsavers. The initiative began rolling out in September 2025 within Loblaws, Real Canadian Superstore, and Zehrs grocery stores across Canada.

Loyalty programs have periodically attracted interest in the Canadian optical market as retailers and practice groups look for ways to connect eyewear purchases with broader consumer rewards behaviour. The Specsavers–PC Optimum arrangement is notable for its national scope and for linking optical purchases to one of the country’s most widely used loyalty platforms.

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From First Job to Financial Freedom: A Free Guide for Optometry Career Planning

Career Options, NextGenOD, Practice

For many optometry students and early-career ODs, the clinical path is clearly marked. The business path is often less obvious.

Which first job makes sense? When is practice ownership worth considering? How should a new graduate think about student debt, equipment investment, associate roles, specialty services, or eventual ownership? What are the trade-offs between income, autonomy, risk and lifestyle?

These are the kinds of questions explored in Making Money in Optometry: Career Paths to Optimize Income Potential, a new book by Dr. Alan Glazier, founder of ODs on Facebook. The book is now available as a free download.

While the title is direct, the underlying message is practical: career outcomes are shaped by real decisions.

“ This book is written for optometry students and young optometrists who are not financially sophisticated. You don’t need a finance background to read it. You need only a willingness to absorb new information and think a little more deliberately about the choices in front of you than most of your colleagues will.”

Dr. Alan Glazier, OD, FAAO

A Plain-Language Look at the Business Side of Optometry

Dr. Glazier frames the book around a gap many optometrists will recognize: clinical training is extensive, but the business and financial mechanics of a career in optometry are not always taught in the same structured way.

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The book begins by asking readers to think more deliberately about what they are trying to build. Is it practice ownership, financial independence, a highly specialized clinical niche, more flexibility, a strong associate career, or a balanced professional life?

The point is not that every OD should pursue the same destination, but that career choices become clearer when they are made with a defined purpose.

From there, the book moves into the decisions that shape income and opportunity: different practice settings, ownership models, the role of debt, investment in equipment, delegation, specialty care, real estate, consulting, industry work and long-term saving.

Career Paths, Trade-Offs and Ownership Models

One of the book’s central sections examines different optometric career paths and their relative earning potential. These include academic roles, retail and corporate settings, independent practice associate positions, hospital and health-system roles, non-clinical industry positions, corporate leaseholder arrangements and independent ownership.

The tone is direct, but the message is broader than compensation alone. Each path carries its own mix of income potential, risk, autonomy, schedule expectations, benefits, business responsibility and long-term opportunity.

For students and new graduates, this kind of comparison can be especially valuable. Early career choices are often made quickly, sometimes based on geography, salary, mentorship, debt pressure or the first attractive offer. Dr. Glazier encourages readers to look beyond the first contract and consider how each path may affect future flexibility and long-term goals.

The book also gives significant attention to practice ownership. It outlines three routes into independent practice: buying an existing practice, opening cold, and the less-discussed “practice within a practice” model. Each path is presented with its own risk profile, practical considerations and potential advantages.

Practical Decisions, Not Abstract Theory

A recurring theme throughout the book is that financial progress in optometry is often built through practical, incremental decisions.

That includes understanding the difference between gross and net income, knowing when to invest in revenue-producing equipment, building systems that allow delegation, considering specialty care opportunities, and recognizing that higher income does not automatically translate into long-term wealth.

Dr. Glazier also addresses side income opportunities that build on an OD’s professional expertise, such as key opinion leader work, consulting and clinical trials. His argument is not that every optometrist needs a side venture, but that an OD degree can create opportunities beyond the exam room when applied strategically.

The final section of the book focuses on the distinction between earning and building wealth. For younger ODs in particular, the message is straightforward: saving early, investing consistently and making disciplined financial choices may matter as much as choosing the highest-earning career path.

Why This May Resonate with Canadian Students and ODs

Although many of the book’s examples and compensation references are U.S.-based, the broader questions are highly relevant to Canadian optometry students and practitioners.

Canadian ODs face many of the same career decisions: whether to practice as an associate, pursue ownership, work within a corporate-affiliated model, or build a more specialized clinical niche.

They must also consider how to think about debt, when to invest in technology, how to evaluate different practice models, and how to balance professional ambition with lifestyle and personal goals.

Readers should, of course, interpret any financial figures, lending assumptions, taxation issues or regulatory considerations in the context of their own province and seek advice from qualified Canadian financial, legal and practice advisors where appropriate.

Still, the book’s central value lies in prompting better questions. What kind of career am I building? What decisions will increase my options? What risks am I prepared to take? What do I need to learn about the business side of practice before making a major move?

Download the Free Book

Making Money in Optometry is available now as a free download.

For optometry students, residents and new graduates, it offers a practical introduction to the career and business decisions that often arrive sooner than expected. For established ODs, it may serve as a useful prompt to revisit current assumptions and consider whether the next stage of practice should look different from the last.

This post is sponsored by Fluorescene Group

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