Eye Care Business Canada

Optometry Students Inspired by “Vision with Purpose” Theme

Future Focus 2026 Optometry Students event

The fourth annual Future Focus organized by NextGen OD Canada, held April 2 at the University of Waterloo’s Federation Hall, brought together 118 optometry students and 10 sponsoring organizations for an evening of industry engagement, career insight, and professional connection.

Firmly established as one of the most effective student–industry touchpoints in Canadian optometry, Future Focus 2026 delivered a well-balanced program anchored by its theme: “Vision with Purpose: Building Meaningful Careers in Optometry.” NextGen OD Canada Student Ambassadors, Shreya Jain (OD Candidate 2027) and Elisa Haley (OD Candidate 2028) co-hosted the evening’s activities at UW Federation Hall.

The event featured a structured networking trade show, a student-moderated industry panel, and a keynote presentation by Dr. Martina Sawatzky (UW ’19).

Industry Panelists Provide Answers to Students’ Questions

Optometry Students Future Focus panel 2026

The industry panel discussion was moderated by University of Waterloo optometry students Natasha Reyes (OD Candidate 2026) and Maryam Safdar (OD Candidate 2026). Panelists representing leading organizations offered practical and candid insights into career pathways, early professional development, and evolving opportunities within the profession. (Click to view full panel discussion)

Dr. Sawatzky: Defining Meaning through Service.

Dr. Martina Sawatzky address Optometry Students Dr. Martina Sawatzky’s (UW 2019) keynote presentation resonated strongly with attendees, highlighting how community engagement and global outreach can shape a fulfilling optometric career.

The presentation was supported by Optometry Giving Sight, and featured an inspiring video showcasing the organization’s global efforts to improve access to vision care.

Feedback from both students and sponsors was overwhelmingly positive, with particular recognition given to the quality of the discussion, the opportunity for meaningful engagement, and the overall event experience.

The evening concluded with prize draws valued at over $2,000, generously provided by sponsors, was met enthusiastically by student attendees.

Future Focus 2026 was supported by Visionary Sponsors:
Eye Recommend, FYi doctors, OSI Group and Specsavers Canada, and Horizon Sponsors MNP, CSI Dry Eye Innovations, Nikon Lenswear Canada, Bausch + Lomb Canada and CRO Clinical & Refractive Optometry.

Earlier in 2026 a Future Focus: Cross-Border live webinar brought recent and current Optometry students together for a practical discussion with industry spokespersons focused on what it really takes to transition from US optometry school to professional practice in Canada.

With four successful years now completed, Future Focus continues to strengthen its role as a key platform for connecting students with the organizations shaping the future of optometry in Canada.

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Episode 13: Entrepreneurship as Young ODs – Cold Start vs Side-by-Side Practice

Career Options, Future Focus Podcast, NextGenOD

In this Season 2 episode, hosts Dr. Amrit Bilkhu and Dr. Alexa Hecht share their real journeys with optometry practice ownership. From cold-starting a full-scope clinic with an optical to purchasing a lower-risk side-by-side practice inside an existing optical, they compare the challenges, fears, and rewards of becoming an optometry practice owner in today’s economy. Packed with practical advice on timing, risk, patient transitions, and work-life balance, this episode is essential listening for optometry students and new grads considering practice ownership.

Episode Highlights:

Welcome Back + Life Updates: Amrit and Alexa kick off 2026 with personal news — Amrit is 8 months pregnant after an IVF journey, while Alexa has just purchased her own practice.
Two Very Different Paths to Optometry Practice Ownership: Amrit details the high-risk, high-reward cold start of Northern Sight Optometry (large space, full optical, business partner), while Alexa shares her more conservative side-by-side purchase inside an established optical.
The Fear Factor in Optometry Practice Ownership: Both hosts discuss the anxiety of telling their associate employers they were opening their own practices — and how surprisingly supportive those owners were.
Gap Year & Preparation: Alexa reflects on her formative COVID-era gap year working as a clinical assistant, learning billing, coding, and patient relationships. Amrit stresses the value of talking to other practice owners early.
Overcoming Imposter Syndrome: Amrit’s candid story about her vision therapy room sitting empty for the first year due to self-doubt — and how one motivated patient changed everything.
Building Dry Eye Services: Alexa explains her step-by-step approach to introducing dry eye care and the unique challenge of transitioning patients from an 80+ year-old retiring doctor.
Solo vs Partnership Realities: The pros and cons of being the only doctor versus having a partner, and deciding when to add more clinic days.
Final Advice on Optometry Practice Ownership: Start earlier than you think, surround yourself with supportive mentors, don’t fear the unknown, and remember — ownership isn’t for everyone, but the right opportunity often feels right when it arrives.

Listen now for raw, relatable stories and actionable tips on optometry practice ownership — whether you’re a student, new grad, or associate dreaming of owning your own practice!

Your Hosts:

Amrit Bilkhu, OD, FAAO, FOVDR
Dr. Amrit Bilkhu graduated from the Illinois College of Optometry in 2019 and completed a Vision Therapy & Rehabilitation residency program at UC Berkeley School of Optometry in 2020. She is a fellow of the American Academy of Optometry and the Optometrists in Vision Development and Rehabilitation. Dr. Bilkhu owns her private practice, Northern Sight Optometry, in Vaughan, Ontario. In her spare time, she serves as a board member for Vision Therapy Canada, writes articles for optometry blogs, and shares her knowledge on her professional social media page.
Alexa Hecht, OD
Dr. Alexa Hecht obtained her Doctor of Optometry from the University of Waterloo in 2021. She currently practices at Bayview Vision in Toronto, Canada, where she enjoys seeing patients of all ages and has a clinical interest in dry eye disease and ocular aesthetics. Dr. Hecht has a significant social media following on Instagram and TikTok, where she aims to educate the public about the importance of eye health and clean beauty habits. She is passionate about inspiring and mentoring the next generation of optometrists.

This episode sponsored by Clinical & Refractive Optometry Journal, a Future Focus Event Series Sponsor

$Clinical & Refractive Optometry$ CRO (Clinical & Refractive Optometry Journal and online CE) is proud to sponsor this episode of the Future Focus OD Canada podcast. CRO offers Optometry Students a complimentary premium subscription to CRO . There’s no cost to join and no cost to enroll in COPE-accredited courses. Learn from challenging real-world case studies and topic reviews – and test your knowledge.

Visit the CRO Table on for the Future Focus Live in-person event at Federation Hall University of Waterloo on April 2nd. Registration open at 5 PM
Click here to save your spot.

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Revenue RX Episode 35: Positive Thinking vs. Grounded Optimism

Practice

This article only scratches the surface. In the full Revenue RX episode, I explore the difference between wishful thinking and grounded optimism, and why that distinction can determine whether a business thrives or quietly struggles.

If you want to understand how mindset affects decision-making, leadership, and long-term success in the optical business, listen to the full episode now.

Do you ever wish you were smarter? Stronger? Taller? Better at something that feels just out of reach?

Well, as the saying goes — it is what it is.

At some point we have to accept who we are, with all our strengths and limitations. Instead of wishing we were different, the real work begins when we decide to move forward with what we actually have.

That’s where mindset comes in.

In this episode of Revenue RX, I take a closer look at the difference between pure positive thinking and something far more useful for business owners and leaders: grounded optimism.

Because while optimism can motivate us, blind positivity can sometimes hold us back.

When Positive Thinking Becomes Wishful Thinking

Western culture has developed an almost religious devotion to positive thinking. Inspirational quotes fill our offices. Vision boards promise success. We’re told to dream big, visualize our future, and imagine every detail of the life we want.

On the surface, that sounds inspiring.

But there’s a hidden problem.

When we fantasize too vividly about success, our brains react as if we’ve already achieved the goal. The emotional reward arrives before the work begins. Instead of fueling action, those pleasant daydreams can actually reduce motivation.

In other words, the feeling of success can become a substitute for the effort required to achieve it.

That doesn’t mean optimism is bad. Far from it. The real issue is failing to distinguish between confidence based on reality and fantasy based on hope.

Understanding that difference is often the first step toward turning ideas into results.

Turning Dreams Into Action

If pure daydreaming isn’t the answer, how should we approach our goals? The first step is clarity.

Choose a goal that truly matters and define it clearly, even if it’s just a few words written down. Then allow yourself to imagine the best possible outcome. What would success look like? How would it feel? What would change if you achieved it?

That moment of vision is important.

But the next step is where grounded optimism begins.

Ask yourself a difficult question: what’s the real obstacle standing in the way?

Often the biggest barriers aren’t external. They’re internal: procrastination, fear of failure, self-doubt, or hesitation to take action.

Once we identify those obstacles honestly, we can start developing practical responses instead of simply hoping things will work out.

That shift, from fantasy to planning, is where real progress begins.

Planning for the Moment Obstacles Appear

One powerful approach is to anticipate when those obstacles will arise.

For example:

If procrastination tends to appear when you start working, your plan might be simple: if I catch myself reaching for distractions, I immediately refocus on the task.

If anxiety surfaces during meetings, you might pause, take a breath, and remind yourself that your perspective matters.

These small plans prepare the mind to respond automatically when challenges appear. Instead of reacting emotionally, you follow a path you’ve already considered.

It’s a practical way to transform insight into action.

The Economic Cost of Over-Optimism

The risks of excessive positivity aren’t limited to personal goals. They can affect entire organizations.

Research during the financial crisis of 2007–2009 revealed an interesting pattern: when financial news coverage became increasingly optimistic, stock market declines often followed shortly after.

The more positive the language became, the more trouble appeared ahead.

That same dynamic exists in business leadership. Companies often fall in love with the excitement of new initiatives, innovation strategies, and ambitious visions. Yet many of those initiatives fail because organizations skip the hard, practical work required to execute them.

Dreaming about change is easier than implementing it.

And success, more often than not, is humbling in its execution.

Bringing It Back to the Optical Business

In an optical practice, overly optimistic thinking can quietly create blind spots.

Owners may dismiss warning signs like declining revenue, dissatisfied customers, or staff burnout by telling themselves that things will eventually bounce back. That mindset can delay the very actions needed to correct the problem.

Another danger is creating a “good vibes only” environment where staff feel uncomfortable raising concerns or discussing challenges openly. When honest conversations disappear, so does valuable information about what’s actually happening in the business.

Grounded optimism takes a different approach.

It allows leaders to remain positive about the future while also confronting reality. It encourages transparency, thoughtful planning, and contingency strategies that prepare the business for both opportunity and adversity.

The Leadership Mindset That Works

The healthiest approach for business owners isn’t blind positivity or relentless pessimism.

It’s grounded optimism.

That mindset might sound something like this:

“I believe we can succeed — and I’m committed to facing hard truths, solving problems, and adjusting when necessary.”

Leaders who adopt this perspective build trust with their teams, encourage open communication, and create an environment where challenges are addressed instead of ignored.

In the long run, that balance between optimism and realism fosters resilience, both for individuals and for the businesses they lead.

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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Managing Multiple Practices

Practice

Developing, growing, and sustaining three optometric practices, one in Regina, Saskatchewan and two in Calgary, Alberta, Canada, was not easy. As a wife, mother, and early woman entrepreneur, I faced the demands of raising a family, which significantly complicated practice management. Life–work balance is an ever-changing dynamic. It requires a clear vision of what you want, with great personal sacrifice. Even with that, the daily roles of motherhood and business constantly overlapped and changed with the pressures of staff issues, finances, regulatory changes, technical updates, and family demands. Creeping doubts of loneliness and insecurity made it challenging to exist and thrive while straddling the balancing act of work and life.

Mentorship with Practices

Assisting colleagues across provinces presented unique challenges due to regional differences and practice dynamics. The consistent goal was to maintain high-quality patient care and customer service, ensuring that patients were satisfied, returned for follow-up care, and referred others. The objective was to build sustainable practices rooted in patient retention. To support this effort, the approach relied on proactive, well-defined communication, clear objectives, and ongoing mentorship. Achieving this required strong relationships built on trust and close collaboration with key leaders at each practice location.

Financial and Operational Issues

Continual surveillance of finances and operational challenges for each practice involved ongoing review and decision-making, with the most urgent issues receiving priority. Ways to incorporate new revenue streams are imperative and ever-changing as the scope of optometry expands. Equipment repairs, compliance issues, cybersecurity, insurance changes, and privacy issues all trump daily operations with heightened concern. Technological transformations are constantly in flux. New accounting and EMR systems, with updates, require significant capital outlay with careful planning. New practice modalities to generate alternative income are necessary as the scope of practice constantly evolves, requiring ongoing review with new capital outlay. Facing these day-to-day challenges requires experience and even trial and error when making decisions amid the stress of balancing costs with exceptional patient care.

Decision Regarding Provincial Jurisdictions

Jurisdictions vary between Alberta and Saskatchewan with respect to licensure, billing, and scope-of-practice requirements. Continually monitoring, updated education requirements, and communication with regulatory bodies are crucial for protecting patients, staff, and practice quality.

Addressing Family Needs

Work-life balance is constantly in flux. Sick children and unexpected life tragedies can catastrophically erode and destroy even the best-developed plans. Unpredictability is every entrepreneur’s worst nightmare, but a reality that must be carefully considered. Managing multiple practices can create chaos, especially during emergencies. These situations require flexibility, support networks, and delegation within a closely webbed network.

Dealing with Imposter Syndrome

When referring to all forms of social media, from Instagram to LinkedIn, it is easy to be overwhelmed with feelings of inadequacy. Entrepreneurs may question their ability by comparing themselves to others. It is imperative to remember that confidence grows through reflection, discussion with mentors, and taking time to celebrate progress and all achievements.

Methods for Surviving Challenges

It is critical to have a solid structure with trusted people whom you can delegate to. Prioritization is a vital tool for weighing the urgency of what needs to be done versus what can be delayed, depending on circumstances. Urgent tasks trump day-to-day routine. It is only by building strong, supportive teams and fostering genuine care among dedicated, long-term staff that a manageable work-life balance can be facilitated. Entrepreneurs must acknowledge feelings of needing assistance without seeing it as a weakness. This help is often readily available from mentors, colleagues, or family. Vulnerability and the acceptance of its limitations are necessary survival skills. Even more important is setting aside intentional time for reflection, exercise, or simply embracing family moments to create everlasting memories, experiences that really matter. Long-term well-being is essential, and it matters most when managing a business during these current unsettled times.

Takeaway of What Really Matters

The key takeaways: Success is measured by practice culture, dedicated staff, loyal patients, and individual fulfillment. Challenges will always be there; running any business requires careful balancing of a well-thought-out perspective and cautious preparation. Perseverance, in difficult times, involves “one foot in front of the other” with strategizing and reformatting, and a clear conscience to “never give up”! Entrepreneurs must remember that perfection does not exist. Life throws unexpected, disruptive curveballs. Only resilience, coupled with adaptability, will build a legacy in a career rooted in strong family values and traditions.

Finally, building one or multiple practices involves giving your best effort with a firm commitment to self-awareness, while asking for support on a journey to create a dynamic practice that stands the “test” of time.

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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Decoding Generational Preferences in Contact Lens Wear – What do Gen Z, Millennials, and Gen X Really Want from Eye Care Practices

Practice, Specialty Practice

Decoding Generational Preferences in Contact Lens Wear CLI project Dr. Jennifer Liao

By any measure, contact lenses remain a cornerstone of modern vision correction. Yet despite ongoing innovation and a steadily expanding global market, the overall number of contact lens wearers has not grown at the same pace as the technology. One emerging explanation lies not in the lenses, but in the people wearing them.

A recent study commissioned by the Contact Lens Institute (CLI) sheds new light on how generational differences shape attitudes toward contact lenses and eye care. Surveying more than 1,300 vision-corrected individuals across the United States and Canada, the research reveals that each cohort approaches contact lenses with notably different priorities, values, and expectations.

For eye care professionals, these findings offer timely insight into how patient communication, prescribing strategies, and practice workflows can be better aligned with what today’s patients actually want.

A Snapshot of Today’s Contact Lens Wearers

The study surveyed 1,308 respondents between July and August 2025, divided into three cohorts: Gen Z (ages 15–28), Millennials (29–44), and Gen X (45–60). Participants were asked about their vision correction preferences, reasons for wearing contact lenses, attitudes toward new lens technologies, and the values that influence purchasing and care decisions.

One headline finding stands out: Millennials remain the most engaged contact lens wearers, with 43% reporting regular use. Gen Z follows at 35%, while Gen X lags significantly behind at just 22%.

More striking is the comparison between younger generations. Despite growing up in a digital-first, innovation-driven environment, Gen Z is 8% less likely to wear contact lenses than Millennials. Among dual wearers, Gen Z also reports using glasses more frequently than contact lenses, signaling a shift in how younger patients perceive eyewear as part of identity and lifestyle rather than a compromise.

Why Patients Choose Contact Lenses

The reasons patients give for wearing contact lenses vary sharply by generation, and those differences carry meaningful implications for practice conversations.

For Gen Z and Millennials, personal appearance ranks as the top motivator. More than half of Gen Z respondents cite appearance as their primary reason for wearing contact lenses, followed closely by freedom from glasses and the absence of visual obstruction. In contrast, Gen X places far greater emphasis on functional benefits such as comfort, convenience, and visual clarity, with appearance ranking much lower.

This distinction challenges a long-standing clinical assumption: that optimal vision is the primary driver of contact lens adoption. In fact, the study shows that across all cohorts, vision quality ranks only mid-range among reasons for choosing contact lenses. Lifestyle, identity, and practicality often matter more.

For practices, this underscores the importance of reframing conversations. Positioning contact lenses solely as a refractive solution will certainly miss the emotional and lifestyle motivations that truly influence patient decisions.

Technology: A Stronger Pull for Younger Patients

Advancements in contact lens technology resonate most strongly with Gen Z and Millennials. Features such as UV protection, reusable lens options, toric designs, and lenses optimized for extended wear use all score significantly higher with younger cohorts than with Gen X.

Interestingly, even multifocal lenses for presbyopia, arguably most relevant to Gen X, receive lower enthusiasm from that group than from Millennials. This suggests that older patients may not necessarily associate newer lens technologies with personal benefit, highlighting a potential gap in patient education rather than product relevance.

For younger patients, innovation itself carries symbolic value. Technology signals progress, personalization, and alignment with modern lifestyles. Practices that actively introduce and explain new lens options may find greater engagement among Gen Z and Millennial patients who are already predisposed to value innovation.

Values Drive Purchasing Decisions

Across all generations, three practical considerations dominate purchasing decisions: affordability, convenience, and speed of access. Nearly 90% of respondents cite value for money as their top driver, followed closely by ease of purchase and rapid product availability.

Beyond these universal priorities, generational differences emerge. Brand authenticity, individual expression, and social responsibility matter significantly more to Gen Z and Millennials than to Gen X. Younger patients want to feel that their choices reflect who they are and what they stand for, while older patients prioritize trust, clarity, and tangible value.

Interestingly, when it comes to interactions with eye care professionals and staff, Gen X places the highest importance on authenticity. This suggests that while brand messaging may resonate more with younger cohorts, personal, straightforward communication remains critical for older patients.

What This Means for Practice Strategy

The study’s findings reinforce a simple but powerful idea: one-size-fits-all communication no longer works.

For Gen Z, contact lens discussions should focus on self-expression, lifestyle fit, and innovation. Emphasizing how lenses support individuality, integrate with digital habits, and align with broader social values can help bridge the current gap in contact lens adoption.

Millennials, already the most engaged wearers, benefit from conversations that address comfort, ease of use, and evolving needs. As this cohort approaches presbyopia, proactive education about multifocal and specialty lens options becomes increasingly important.

For Gen X, success lies in authenticity and practicality. Clear explanations, functional benefits, and transparent value propositions are more likely to resonate than technology-driven messaging.

Across all age groups, the study highlights the importance of extending contact lens conversations beyond the exam room. Efficient ordering systems, fast turnaround times, and well-trained staff all play a role in reinforcing perceived value and convenience.

Looking Ahead

Roughly one in six individuals in North America currently wear contact lenses. While that number has remained relatively stable, this research suggests that growth opportunities still exist—particularly among younger patients whose values and motivations differ from those of older generations.

Understanding generational preferences allows eye care professionals to move beyond clinical assumptions and engage patients on a more personal level. By aligning recommendations with lifestyle goals, social values, and practical concerns, practices can strengthen patient relationships, improve satisfaction, and support long-term contact lens retention.

In an increasingly competitive and patient-driven market, listening closely to what different generations value may be just as important as the next technological breakthrough.

Dr. Jennifer Liao, OD, FAAO, FSLS

Jennifer Liao, OD, FAAO, FSLS is an associate professor of optometry, attending optometrist, and residency director of the Cornea and Contact Lenses Residency program at the New England College of Optometry. She is the lead instructor of the main contact lenses course and directs cornea and contact lens–focused clinical training with expertise in advanced contact lenses, dry eye management, and myopia control.

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Mount Royal University and University of Waterloo Take Steps Toward Establishing a New School of Optometry

Uncategorized

The University of Waterloo and Mount Royal University have signed a memorandum of understanding to explore the creation of a school of optometry in Alberta. A new school of optometry would be the first in Western Canada and only the third nationally.

The University of Waterloo is currently home to the only English-language school of optometry in Canada. Without sufficient seats in Canada, many qualified candidates go to the U.S. to study – and this presents barriers for many potential optometrists.

Doctors of optometry take a leading role in eye and vision care as well as general patient health and well-being. As primary healthcare providers, optometrists have extensive and ongoing training to examine, diagnose, treat and manage ocular disorders, diseases and injuries and systemic diseases that manifest in the eye.

The memorandum of understanding between the two universities is a strategic partnership to address the increasing demand for vision care stemming from an aging and growing population.

An important goal of this partnership is to better address ocular and systemic diseases – such as age-related macular degeneration, glaucoma, hypertension and diabetes – that are prevalent in rural and Indigenous communities. The partners therefore aim to improve access to optometric education particularly for qualified applicants from these communities.

“We’re delighted to partner with Mount Royal University as it seeks to expand access to optometric education in Alberta,” said Dr. Stanley Woo, director of the University of Waterloo School of Optometry and Vision Science. “What’s unique about this initiative is the recognition that a partnership model leveraging the respective strengths of two reputable institutions with aligned values may be the key to recruiting a diverse optometry student body including talented candidates from underrepresented groups.”

The School of Optometry and Vision Science has roots more than 100 years old and has been located at the University of Waterloo since 1967. It ranks third in North America – and fifth in the world – in research impact for schools of optometry and is seen as a national resource to provincial and national optometric associations and colleges. It is in the process of building the Waterloo Eye Institute, a major expansion and renovation of its clinical space that will also allow it to increase enrolment at its Waterloo campus.

Dr. Chad London

“Mount Royal University is pleased to undertake this exploration with the University of Waterloo’s School of Optometry and Vision Science to increase access to optometry education for Albertans,” said Dr. Chad London, provost and vice-president, academic at Mount Royal University. “We are especially excited about the opportunity this could present in reducing barriers for Indigenous students.”

Mount Royal University, located in Calgary, is one of Canada’s top destinations for undergraduate education. It provides students with the critical skills and practical experiences that will prepare them to contribute to, and succeed in, an increasingly complex and ever-changing world.

The emerging partnership between the University of Waterloo and Mount Royal University is supported the Alberta Association of Optometrists and the Alberta College of Optometrists.

“For more than 100 years, the Alberta Association of Optometrists’ members have been advocating for and providing exceptional vision and eye health care to Albertans,” said Dr. Sophia Leung, president of the Alberta Association of Optometrists.

“This partnership supports a crucial step forward to ensuring there are proficient optometrists ready to serve Alberta’s growing population, including those living in rural and remote areas, in accessing the comprehensive eye care they need and deserve. The time has come for Alberta to be an educational leader and move forward with the first school of optometry to serve students in this province while supporting those in Western Canada.”

“This partnership marks a transformative step in elevating patient care across Alberta,” said Dr. Kim Bugera, registrar and CEO of the Alberta College of Optometrists. “A new school of optometry will not only address our province’s growing need for skilled optometrists but also ensure that diverse communities—particularly in rural and underserved areas—have improved access to essential vision care and comprehensive health support.”

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Thinking of Switching EMRs? A Step-by-Step Guide for Optometry Clinics – Part 2

Practice, Technology

In part 1 of explored why data portability matters and the legal and technical challenges that can arise when switching EMRs in optometry clinics.

Now that the “why” is clear, it’s time to understand the “how.” In this article, we’ll look at how to make the data transition smooth, secure and ensure that it all safely arrives in the appropriate patient fields.

Migrating from one EMR to another is one of the most significant digital transformations a clinic can undertake. When done well, it can modernize workflows, improve operational efficiency, and strengthen patient care. Without proper preparation, however, it can lead to disruption, data loss, and frustration.

This guide outlines the essential steps for preparing your clinic for a smooth, secure, and compliant EMR migration.

Optometry-Specific Data Considerations

Optometry data presents unique challenges beyond those in general medicine. It combines clinical information, diagnostic imaging, and retail operations. Knowing exactly what data your current EMR holds—and how it’s structured—is the foundation of a successful migration.

Optometric data categories can include:

Diagnostic Imaging: OCT scans, fundus photographs, and corneal topographies often exist in large, specialized file formats (like DICOM). Without proper planning, images may be reduced to static PDFs, losing their interactive diagnostic value. It is important to ensure the new EMR can import them, or integrate with image viewers that can.
Refractive Prescription Data: Accurate migration of eyeglass and contact lens prescriptions is critical. If stored in proprietary or semi-structured fields, these values (sphere, base curve, diameter) must be carefully mapped to ensure accuracy in the new system.
Dispensing and Inventory Records: Practices that use their EMR for optical sales, lens ordering, or frame inventory must decide whether to migrate this data or archive it separately.
Device Integration: Diagnostic devices such as autorefractors, tonometers, and lensometers generate logs and measurements that must remain retrievable. Ensure that these files can either be migrated or securely archived, and verify that the new EMR supports existing device integrations.
Patient Consent and Signatures: Electronic signatures and digital consent forms are legally binding and must remain properly linked to patient files after migration.
Recalls, Reminders, and Visit History: Recall schedules, reminders, and visit histories form the backbone of ongoing patient management. When migrating EMRs, it is important to ensure that patient histories, previous diagnoses (e.g., glaucoma, diabetic retinopathy), and recall intervals transfer completely. This preserves continuity of care and supports proactive follow-up with patients.

💡 Quick Tip: Create a data inventory spreadsheet listing each data type, where it resides, and whether it needs to be migrated, archived, or can be left behind.

Key Considerations Before You Switch

Long before signing a contract with a new EMR vendor, it’s important to ask the right questions. The clarity that is established at an earlier stage will define the success of the migration later on.

Export Formats: Ask the current vendor how data will be exported. Will it be delivered as structured data (e.g., HL7 or FHIR standards) or unstructured PDFs? Structured data allows for better integration and ongoing use.
Costs and Timelines: Data extraction and migration often involve fees. Obtain written estimates outlining costs, timelines, and the level of support included.
Security Measures: Ensure all data will be encrypted during transfer, and that storage and hosting comply with Canadian and provincial data requirements.
Validation Testing: Conduct a pilot migration using a small dataset. Compare records between systems to confirm accuracy before proceeding with a full migration.
Access to Legacy Records: Even with a successful migration, some data may remain easier to view in the old system. Ensure maintenance of read-only access to legacy records for reference.

🔒 Did You Know?
Under Canadian privacy law, optometrists remain the custodians of patient data even after switching vendors. This means the optometrist is responsible for its integrity and accessibility during and after migration—not the EMR provider.

Preparing for an EMR Migration

A structured plan is the strongest indicator of success. Clinics that invest time in preparation, communication, and testing, experience far fewer disruptions once the new EMR goes live.

Inventory Your Data: Catalogue the types of information stored in the current EMR—demographics, clinical notes, prescriptions, imaging, billing, and administrative data.
Engage Both Vendors: The smoothest migrations occur when the outgoing and incoming vendors communicate directly. Define clear migration deliverables, timelines, responsibilities, and success criteria in the new vendor’s contract.
Plan for Staff Training: Staff should be trained not only on the new system but also on how to access legacy data and verify migrated records.
Schedule Wisely: Choose a transition window that minimizes patient disruption—ideally outside peak exam seasons.
Budget Realistically: Factor in not only vendor fees but also staff time, temporary productivity dips, and any dual-system access costs.

🧭 Quick Tip: Migrate in stages. Start with a small batch of patient records, validate accuracy, and then expand. Incremental testing builds confidence and minimizes risk.

Validation and Testing

Once a pilot migration is complete, validate the data thoroughly. Compare patient records across systems to ensure accuracy of key fields such as diagnoses, prescriptions, and imaging files. Pay close attention to dates, authorship, and attachments—these are often the first areas where discrepancies arise.

Involve staff from various roles in the validation process; clinicians and administrative users often notice different types of errors. Once the pilot data is confirmed accurate and functional, proceed with the full migration confidently.

The Bottom Line for Clinics

Migrating to a new EMR is a significant undertaking, but it doesn’t have to be disruptive. By planning strategically—mapping data carefully, ensuring vendor collaboration, testing thoroughly, ensuring legal compliance, and training staff—years of valuable patient information can be protected while setting your clinic up for long-term success.

Ultimately, a well-executed migration is not just about transferring data—it’s about preserving clinical integrity, enhancing workflow, and empowering your team to deliver exceptional patient care within a more advanced, efficient system.

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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Money Fit: Financial Wellness for ECPs

Finance|Wealth, Resources

Article on being Money Fit by Roxanne Arnal for ECBC and Optik magazine

When we think about fitness, we picture strength, flexibility, and resilience. Financial fitness is no different. It’s about building a strong foundation, staying adaptable, and preparing for life’s unexpected challenges. For eye care professionals, who often juggle student debt, practice expenses, and personal financial goals, being Money Fit is essential for peace of mind and long-term success.

How to be Money Fit

Money Fit means having clarity and confidence in your financial life. It’s not about being wealthy, it’s about being in control. Just like physical health requires regular checkups, financial health needs ongoing attention. A Money Fit professional understands their cash flow, manages debt wisely, and plans for the future.

Five Pillars of Financial Fitness

Cash Flow Control
For both your personal and business finances, be sure you know where your money goes. Are you spending unnecessarily? Have you grown your inventory because of “great” new looks? Do you realize how much you are spending on your coffee outings a year? Create a spending plan that reflects your priorities.
Debt Management
Student loans and practice financing are common in eye care. Being Money Fit means using debt strategically to maximize opportunities for other investments like long term savings or equipment additions.
Risk Protection
Your ability to earn an income is your greatest asset. Review your base household expenses and understand the costs to keep your business going. Disability and critical illness insurance protect your income generating ability if health issues arise. You want to have time to recover and still have your business afloat when you are ready to return. Revisit your protection plan regularly to ensure it’s just as healthy as you are.
Emergency Preparedness
Life happens. Despite the best risk protection, unfortunate events and sudden expenses can appear. An easily accessible emergency fund covering three to six months of base expenses provides security when the unexpected occurs.
Future Planning
Retirement may feel far away but starting early matters. Use tools like RRSPs, TFSAs, and corporate accounts to build wealth over time. Prepare your practice for a successful transition well in advance of your desired exit day. Understand the implication of taxation both today and in the future. Creating flexibility through multiple sources of future revenue is key to retirement success.

Why does Being Money Fit Matter?

Financial stress can impact your well-being and even your patient care. According to the 2025 Financial Stress Index conducted for FP Canada, money remains the top source of stress for Canadians at 42%, followed by personal health at 21%. Yet, for those working with a financial professional, this drops to 34%.

Being Money Fit reduces anxiety, improves decision-making, and allows you to focus on what you do best, helping others see clearly.

Start Now!

Begin with a financial health checkup. Review your income, expenses, debt, and savings.
Set clear, achievable goals (we call this Clarity). You need to know where you are going in order to create an effective means to get there.
Set it and Forget it. Automate savings and debt payments to stay consistent.
Work with a financial advisor who understands the unique needs of eye care professionals.

Final Thought

Like with physical fitness, money fitness isn’t about perfection, it’s about progress. Small, consistent steps lead to long-term stability and freedom. Just as you encourage patients to care for their vision, take time to care for your financial health. Your future self will thank you.

Did you know… That the 3 Cs of C3 are Clarity, Confidence and Control? That’s no coincidence. As a former Optometrist and practice owner, Roxanne has truly embraced what it means to be Financial Fit today and in the future. As a Certified Financial Planner®, Chartered Life Underwriter® and Certified Health Insurance Specialist®, 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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Revenue RX Episode 34 – Stress: Hard to Live With, Can’t Live Without It

Practice

This article only scratches the surface. In the full Revenue RX episode, I dive deeper into the realities of stress in the optical profession; where it comes from, how it affects performance, and most importantly, how it can actually become a powerful tool for growth.

If you want to better understand how stress shapes decision-making, leadership, and business success in optical retail, and how to manage it effectively, listen to the full episode now.

Stress. It’s one of those words that immediately carries a negative connotation. Most of us associate it with burnout, exhaustion, or pressure that feels impossible to escape.

But here’s the reality: stress is not always the enemy.

In fact, when managed correctly, it can become one of the most powerful forces driving performance, innovation, and long-term success, particularly in the optical business.

In this episode of Revenue RX, I explore the complex role stress plays in the lives of eye care professionals, optical staff, and business owners who are constantly balancing clinical precision, customer expectations, and the demands of running a retail business.

Why Stress Is So Common in Optical

The optical profession sits at the intersection of several demanding worlds. It combines healthcare, retail sales, and customer service, each with its own pressures and expectations.

Optometrists and opticians must maintain accuracy in prescriptions and fittings, manage patient flow, and handle the technical side of vision correction. At the same time, the retail side of the business requires attention to inventory, merchandising, sales performance, and staff management.

Add to that the complexity of insurance systems, administrative responsibilities, and the need to remain competitive in a crowded marketplace, and it’s easy to see how stress becomes a constant companion in the day-to-day operations of an optical practice.

For business owners, the pressure is even greater. They’re often wearing multiple hats — strategist, manager, marketer, and problem-solver — all while trying to maintain profitability and provide exceptional service.

When Stress Becomes a Problem

Left unmanaged, stress can have serious consequences. Physically, it can lead to fatigue, headaches, sleep disruption, and elevated blood pressure. Over time, chronic stress weakens the immune system and increases the risk of long-term health problems.

Mentally and emotionally, it can affect concentration, decision-making, and job satisfaction. In a customer-focused environment like optical retail, that can quickly translate into strained interactions with patients or staff.

Burnout is often the result.

That’s why recognizing stress early, and developing strategies to manage it, is essential for both personal well-being and professional sustainability.

Practical Ways to Reduce Stress in the Optical Business

Managing stress in an optical practice requires more than just personal coping strategies. It also involves improving the systems and processes that shape daily operations.

For example, implementing strong practice management systems can significantly reduce administrative pressure. Automating scheduling, billing, and patient records frees up valuable time and mental bandwidth.

Delegation is another key factor. Many business owners carry unnecessary stress because they try to control every detail. Empowering staff members to take responsibility, whether in inventory management, frame buying, or customer service, not only reduces pressure but also increases engagement and accountability within the team.

Breaking large sales targets into daily goals can also help create momentum. Small wins build confidence and improve morale while keeping the team focused on achievable objectives.

Other strategies include cross-training employees to handle multiple roles, outsourcing non-core tasks such as bookkeeping or marketing, and protecting time each day for strategic thinking rather than constant reaction.

These operational adjustments don’t just reduce stress, they create a more efficient and resilient business.

The Other Side of Stress

While we often think of stress as harmful, it also has a positive side.

Short-term stress can sharpen focus, increase energy, and push individuals to perform at their best. Many of the most significant achievements in business and personal life occur in moments of pressure.

When we face challenges and work through them successfully, we build resilience. Each stressful situation we navigate strengthens our ability to handle the next one.

In the optical business, that might mean solving a difficult customer issue, implementing a new system, training a team more effectively, or finding creative ways to grow the practice.

Stress becomes a signal, not of danger, but of opportunity.

Turning Stress Into Growth

The key is perspective.

People who learn to see stress as a challenge rather than a threat tend to respond more constructively. They develop strategies, seek support when needed, and focus on solutions rather than problems.

In many cases, the moments that feel the most difficult at the time eventually become the turning points that lead to personal growth, improved leadership, and stronger businesses.

For optical professionals, managing stress effectively means balancing personal resilience with smart operational decisions.

When those two elements come together, the result is not only a healthier work environment but also a more profitable and sustainable practice.

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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Future Focus 2026 Speaker Spotlight: Dr. Martina Sawatzky

Career Options, NextGenOD

Guest Speaker Future Focus 2026 Dr. Martina Sawatzky

“Defining Meaning through Service”

At Future Focus 2026, returning to the University of Waterloo on April 2, students will hear from Dr. Martina Sawatzky (UW ’19), who will deliver this year’s keynote presentation, “Defining Meaning through Service”.

The talk will explore how emerging optometrists can build personally fulfilling careers while contributing to their communities — both locally and globally.

Dr. Sawatzky graduated from the University of Waterloo School of Optometry in 2019 and now practices in her hometown of Winnipeg, Manitoba. She is passionate about building meaningful relationships with patients and tailoring care to each individual’s visual needs.

During her time as a student, Dr. Sawatzky participated in international optometric service trips to Honduras with I Care International and Peru with sVOSH UWaterloo, experiences that helped shape her perspective on the role of service in professional life.

She was also part of a team that organized a “Dining in the Dark” fundraising event supporting Optometry Giving Sight during the World Sight Day Challenge. Their efforts were recognized among the top three student fundraising groups that year.

Her keynote aligns closely with the theme of Future Focus 2026: Vision with Purpose: Building Meaningful Careers in Optometry.

Future Focus brings together UW optometry students and industry leaders for networking, career discussions, and professional insight.

The event is made possible through the support of Visionary Sponsors:
Eye Recommend, Specsavers Canada, FYidoctors, and OSI Group.

and Horizon Sponsors:
NIKON Lens Canada, CSI Dry Eye Innovation, and Clinical & Refractive Optometry Journal.

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