blavigne, Author at Eye Care Business Canada

What If the Next Step in Your Career Was a Partnership with IRIS?

IRIS sponsord post number 3 Jan 2026 woman talking

Across Canada, optometrists and opticians face the same questions. How to grow without giving up their professional independence. How to access cutting-edge technology without sacrificing personal, patient-centred care. How to build a sustainable, stimulating career that aligns with their values. At IRIS, we believe that the answer lies in partnership.

The IRIS partnership is much more than a business model.

It is a shared vision of eye care practice. It is the opportunity to become an active player in your professional community, while being supported by a solid and structured network. It is the balance between clinical independence, technological innovation, and human support.

Becoming a partner means participating in decisions that matter.

It means having a voice. It means contributing to the evolution of your clinic, your team, and the patient experience.

It means building a professional future that reflects who you are, without being alone.

Innovation is at the heart of our DNA.

At IRIS, technology is never an end in itself. It is a lever for improving the quality of care, supporting professionals, and enriching the patient relationship.

Lenses designed to meet the real needs of patients.

Apogée lenses are developed with a personalized approach. They take into account the lifestyle, visual habits, and specific expectations of each patient.

For professionals, this is an opportunity to offer a distinctive solution based on expertise and precision.

A powerful ER designed for modern practice.

The electronic record used at IRIS facilitates day-to-day clinical management. It improves the flow of consultations, continuity of care, and interprofessional collaboration. Less administrative tasks. More time for the clinic and patients.

State-of-the-art equipment.

Advanced diagnostic tools.
Integrated digital platforms.
Scalable clinical environments.

Everything is in place to support an efficient, up-to-date, and forward-looking practice.

But innovation would be nothing without people.

At IRIS, corporate culture is a real priority. We believe in the strength of teams, listening, and collaboration. In respecting each person’s journey and ambitions.

A network that values people over titles.

Whether you are a recent graduate or an experienced professional. Whether you want to establish yourself, grow, or pass on your expertise. Every career path is recognized and supported.

The support is real, structured, and ongoing.

Mentoring.
Continuing education.
Sharing best practices.
Operational and strategic support.
The IRIS partnership is not limited to a signature.
It is a long-term commitment.

A Canada-wide network, rooted in local communities.

IRIS operates from coast to coast. A national network with a human touch.

What if the next step in your career was a partnership?

A partnership that respects your expertise.
That supports your ambition.
That allows you to grow, professionally and personally.

At IRIS, we are looking for professionals who want to go further.

Passionate optometrists and opticians. Ready to build the future of eye care, together.

Your professional future can live up to your vision.

We would be happy to discuss this opportunity with you.

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Reset for the New Year

Leadership

The start of a new year has always held a kind of quiet power for independent optometrists. It’s not just about flipping the calendar, but rather it’s a mindset shift. A call to pause, reset, and reconnect with the “why” behind what we do every day. As business owners and clinicians, we straddle the line between science and service, clinical precision and compassionate leadership. January gives us a moment to recalibrate both.

Looking Backward to Move Forward

Before we can effectively set new goals, we need to reflect on the past year, honestly and without judgment. What did we do well? Where did we fall short? This isn’t just about revenue growth or frame board turnover. It’s also about patient outcomes, team morale, and how we navigated the ever-evolving challenges in healthcare.

At Cowichan Eyecare, we begin each year by examining our core KPIs: medical billing patterns, capture rates, and staff engagement surveys. But we also ask deeper questions: Did we stay true to our values? Did our patients feel seen and cared for? Did our team feel inspired or merely exhausted?

The best reset comes not from reinvention, but from realignment.

Mindset Matters More Than Metrics

One of the most important tools a practice owner can carry into the new year isn’t a spreadsheet; it’s a healthy mindset. Leadership fatigue is real. Burnout is real. And if we’re not intentional about our outlook, we can slip into survival mode, stuck in the day-to-day without seeing the bigger picture.

That’s why I view January as a mental reset. A chance to release the frustrations of last year: staff turnover, missed targets, unexpected curveballs and step into the new year with renewed purpose.

Remember: as leaders, our mindset is contagious. If we show up energized and focused, our teams will feel it too.

Culture is the Real Competitive Advantage

If you want to build a practice that thrives long-term, you need to prioritize culture as much as strategy. This time of year is ideal for reconnecting with your team and not just about workflow goals, but about vision and values.

At Cowichan Eyecare, we have a tradition called Bluenotes; these are shoutouts that staff give each other for going above and beyond. A simple gesture, but one that reinforces our culture of gratitude and positivity. It costs nothing yet pays massive dividends in morale.

As you reset this year, ask yourself, how are you investing in your people? Because no marketing plan or piece of equipment will ever outperform a motivated, connected team.

Embrace Innovation, Stay Independent

In today’s landscape, staying independent doesn’t mean doing it alone. It means making strategic, values-aligned choices that give you freedom and strength. That could mean joining a buying group, investing in dry eye technologies, or partnering with like-minded colleagues for shared learning and support.

This is the concept of independence through interdependence: a mindset that’s allowed my practice to grow from a single cold start to five thriving locations. By standardizing product offerings, collaborating with select vendors, and empowering our associates with clinical protocols, we maintain both quality and autonomy.

And let’s not forget, innovation isn’t just about technology. It’s also about how we show up in our communities through patient education, DEI initiatives, or just offering a wider range of eyewear styles that reflect the diversity of our clientele.

Reset Your Legacy, Too

As the father of a soon to graduate optometry student (shoutout to Nyah!), I’ve been thinking more about legacy. Not just the legacy I’ll leave behind, but the one I’m building now. Every interaction, every system, every hire all feeds into the future of your practice.

Legacy doesn’t start when you retire. It starts today with mentorship, meaningful succession planning, and creating an environment that future ODs will want to be part of. If you’re lucky enough to have a new grad working with you, don’t just give them a job; give them a pathway to leadership.

The Power of the New Year

The beauty of January is that it gives us permission to dream again. To refine. To reset. Not just as optometrists, but as people. This year, take a moment to ask yourself:

* What’s the one thing I want to do better this year?

* How can I show up differently for my team, my patients, and myself?

* Day by day, exam by exam, what legacy am I building?

The answers may not come right away. But the act of asking is where the reset begins.

Here’s to a new year, a renewed mindset, and the continued evolution of independent optometry in Canada.

DR. TREVOR MIRANDA

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

He is a strong advocate for true Independent Optometry.

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

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Revenue RX Episode 31: Secret Shopper – Uncovering the Truth

Revenue RX

This article only scratches the surface. In the full Revenue RX episode, I walk through this secret shopper experience in greater detail and connect the dots between customer engagement, staff behaviour, conversion rates, and sustainable growth.

If you want to know what your customers are actually experiencing when they walk through your door, and what you can do about it. Listen to the full episode now.

When I walk into an optical store as a secret shopper, I don’t answer the usual greeting the usual way.

When someone says, “Hi, how are you?” I reply with:
“Have you got an hour?”

It’s part humour, part instinct, but mostly it’s a test. A test of presence. Are you actually listening to me, or are you already moving me into your sales process?

In this episode of Revenue RX, I share what I discovered after visiting seven different optical businesses as a secret shopper. I wasn’t just looking for a frame. I was looking for engagement. Curiosity. A sense that someone genuinely wanted to understand me — not just sell something to me.

What I found should give every optical business owner pause.

The First Missed Opportunity

Across most stores, the opening interaction followed the same pattern: a polite greeting, a scripted question, and then frames. Lots of frames.

What was missing was conversation.

Many staff moved immediately into what they believed was a “safe” or “non-pushy” approach. Take your time. Let me know if you have questions. On the surface, this feels respectful. In practice, it is often disengagement disguised as courtesy.

Eyewear is not a self-serve product. It’s part medical device, part fashion, and part identity. Without thoughtful questions and genuine discovery, the experience quickly becomes transactional — or worse, forgettable.

When Service Turns into Self-Service

One of the most common experiences I encountered was what I call assisted self-service. Staff were physically present but mentally checked out. The expectation seemed to be that I would lead the conversation, define my needs, and guide the process.

But if you don’t ask questions, you don’t learn anything.
And if you don’t learn anything, you can’t guide the customer.

Without understanding prescription type, lens history, lifestyle needs, screen use, light sensitivity, or even how long someone has been unhappy with their current glasses, frame selection becomes guesswork. Frames get “thrown” at the customer, rejection leads nowhere, and no insight is gained.

That’s not selling, but it’s not service either.

Inventory Isn’t the Differentiator

Some of the stores I visited were beautifully designed with strong brand assortments. Others were long-established practices relying on loyal patients. A few were clearly struggling.

The common denominator was not inventory.
It was engagement.

Stores that rushed to the frame board skipped trust-building. Stores that avoided questions to avoid “selling” removed themselves from the value equation altogether. And stores that assumed returning patients required less attention quietly put retention at risk.

In optical retail, the emotional experience determines whether someone buys — and whether they come back.

Short-Term Transactions vs. Long-Term Wealth

In several locations, there was an unmistakable sense of urgency. Close now. Move the sale forward. Finish the transaction.

That pressure is understandable, but it’s limiting.

Real wealth in optical retail is built over time. It comes from relationships, not rush. From customers who feel understood and return year after year, bringing family and friends with them.

When the focus shifts from closing the sale to guiding the journey, conversion improves naturally.

Working IN the Business vs. Working ON It

Some encounters revealed another challenge: stagnation. When business slows, many owners wait. They hope traffic improves. They blame external factors.

Hope isn’t a strategy.

When a business plateaus, it’s rarely a traffic problem, it’s a clarity problem. Growth requires stepping back, examining systems, and being willing to change how things are done. Sometimes that means coaching. Sometimes consulting. Always it means working on the business, not just in it.

What This Episode Is Really About

This secret shopper exercise wasn’t about criticizing stores. It was about exposing blind spots, the small, everyday moments that quietly erode conversion, retention, and long-term value.

It’s a reminder that:

Customers want to be understood, not sold
Questions are more powerful than pitches
Employees are your most valuable asset
Emotional experience drives financial outcomes

And ultimately, every optical business should operate as if it were for sale, because that discipline forces excellence.

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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Your Career, Your Way: How Dr. Sandra Chiu Built the Independent Life She Never Expected

A Pandemic Reframe, and the Way Forward

During the first months of the pandemic, when nearly everything shut down, Sandra experienced the same disorientation everyone did. But beneath the uncertainty surfaced an unexpected clarity about what her life actually required. “If I’m just going to go to work and go home and go to work and go home… I could do that from anywhere,” she says. “It doesn’t have to be Toronto, and it doesn’t have to be in this practice context.”

Suddenly, options she had once dismissed as impractical now looked, at minimum, worth reconsidering. Every option was suddenly on the table.

She looked at career paths outside optometry, exploring science roles, pharmaceutical roles, even the possibility of stepping away from clinical work altogether. Still, a quieter instinct kept drawing her back. She wanted to build something of her own.

As the primary breadwinner in her household, she couldn’t afford the slow-build trajectory of a cold start. A new clinic might take months or years to generate stable patient flow—time she simply didn’t have. She needed it to be profitable right away.

So she shifted her focus to something far more practical, a route many new grads never think to consider. Instead of building a clinic from zero, she searched for a business that already had momentum.

The search eventually led her to a long-established optical run by a husband-and-wife team in Port Elgin, Ontario—a small but growing community that, until now, she never would have pictured as home. But the numbers made sense and the patient base was solid. If she stepped in, she could pay herself from day one and build upward from there.

She purchased the establishment and gave it a new name: Lake Views Eye Care.

Where Textbooks End and Real Practice Begins

The experience presented her with a different kind of learning curve; one no amount of textbook training prepares new grads for. She shares, “Initially, I had zero knowledge of the dispensing side of things. I thought I knew, but I didn’t. I didn’t about the different lenses out there, what different designs mean, the different suppliers… like truly, truly zero.”

All of it belonged to a part of the profession she had never been asked to engage with in corporate settings. Thankfully, she wasn’t navigating it alone. As part of her purchase agreement, the previous owners stayed on for two months, giving her hands-on transition support and grounding her in the realities of optical operations before stepping back.

In addition, she bridged the experience gap by leaning on lens reps and consultants along with OSI’s one-on-one support and toolbox of resources. “All you have to do is ask questions,” she says. “You’re not alone.”

Reading the Momentum of a Growing Town

As her confidence grew, so did her sense of what was possible in a town whose population was expanding faster than its optometric services. Many new grads imagine rural work as a temporary compromise or a professional slowdown. Sandra saw the opposite.

Rural communities often offer the quickest path to autonomy (clinical, financial, and personal) because they hold unmet demand. In her case, unmet demand meant an opportunity to grow ahead of corporate chains that would eventually arrive.

Rather than waiting for a large retailer to establish a foothold, she moved first—putting everything in place to meet the needs of the community.

She found a new space, rebuilt it, and is now preparing to open a second location with two exam rooms.

Finding Clarity in the Numbers

Indeed, this kind of planning requires a strong grasp of one’s finances, something many young ODs feel unprepared to confront. Sandra doesn’t romanticize that reality, but she does refuse to let it dictate the limits of a career.

“Stop worrying about the big number,” she tells students who think that debt disqualifies them from making bold decisions. She encourages them to talk to a financial planner, calculate the monthly payment, and treat it like any other fixed expense, “like a car payment or phone bill.” Once the number is concrete rather than abstract, the overwhelm loosens.

That monthly number brings clarity, and with clarity comes room to think. Sandra encourages us to ask questions: “Are you practising optometry the way you want? How many weekends or evenings are you working? Will your employer mentor you? Will they market you? Do they want you to take over one day?”

Financial clarity gives structure to the earliest steps of a career, replacing desperation with discernment and helping new grads move toward roles that genuinely fit.

Paying it Forward

Now expanding, Sandra is preparing to open a second location with two exam rooms. The pace of growth has prompted her to think about the support that shaped her own transition. Wanting to give back, she now serves on the NECO alumni board and mentors students, inviting new grads to reach out when they feel stuck on next steps, curious about ownership, or unsure where independence fits into their plans.

For students and new grads, the through-line is simple: a willingness to ask questions and a habit of testing assumptions can turn a career from something that happens to you into something you shape purposefully. “Keep an open mind,” she reminds us. “Especially about rural optometry.”

OSI’s Role in Making Independence Possible

Much of Sandra’s transition was supported by OSI—its training resources, vendor relationships, consulting support, and the collective buying power that gives new owners room to breathe. OSI’s model reflects the same message Sandra shares with students: independence isn’t about doing everything alone; it’s about having a community that strengthens your decisions.

If you’re curious about private practice, buying a clinic, exploring rural opportunities, or simply figuring out your next steps, OSI Group can help you map the path. Your future and your freedom can all start with one conversation.

Start the conversation with us at info@opto.com — we’d be happy to connect.

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Win-Win: Strengthen Professional Relationships with Emotional Intelligence

Human Resources, Managing Others

Successful collaborations—whether within teams or with external partners—thrive on mutual benefit. A win-win mindset ensures that all parties feel valued, heard, and supported, leading to stronger, more productive relationships. However, achieving this balance requires more than good intentions; it demands emotional intelligence (EQ).

EQ enhances self-awareness, empathy, and adaptability, helping professionals build exceptionally strong collaborations that foster trust, innovation, and long-term success.

The Power of a Win-Win Mindset

Why is this so important?

Imagine this, you are playing a cooperative game with your friends, you don’t want to be the person at the table shouting “I win” when in fact we either win as a group or lose as a group. You certainly won’t be invited back to play next time if you keep that up!

A win-win mindset means approaching partnerships with the belief that both sides can achieve their goals without one party feeling shortchanged. This approach creates goodwill, strengthens trust, and ensures long-term sustainability.

Emotional intelligence plays a key role in this by helping professionals recognize their own needs and perspectives while understanding those of others. Instead of viewing collaboration as a competition, EQ allows individuals to align their goals, negotiate effectively, and create solutions that benefit everyone.

Strengthening Trust Through EQ

Trust is the foundation of all strong collaborations. Without it, communication breaks down, and partnerships struggle to thrive. Emotional intelligence builds trust by creating transparency, consistency, and active listening.

Could you imagine someone asking to collaborate with you when they have barely taken the time to get to know you, when they have repeatedly held vital information from you in the past? Or when they never follow through with what they say they will do? Doesn’t make you feel very motivated to work with them, does it?

When trust is present, people feel safe sharing ideas, providing honest feedback, and working through challenges as partners rather than opponents.

Effective Communication for Mutual Success

Clear, respectful communication is a cornerstone of collaboration. Miscommunication can lead to misunderstandings, frustration, and lost opportunities.

Emotionally intelligent professionals adapt their communication style based on their audience and are mindful of their tone, body language, and word choice.

By prioritizing empathy and clarity, professionals create an environment where collaboration leads to innovative, well-executed solutions.

Conflict as a Growth Opportunity, not a Barrier

Conflict is inevitable in any collaboration. However, a win-win mindset transforms conflict from a barrier into a valuable growth opportunity. Instead of focusing on “winning” an argument, emotionally intelligent professionals seek to align interests and find solutions.

This mindset prevents small disagreements from escalating into damaged relationships and ensures that conflict strengthens rather than weakens collaboration.

Adaptability: The Key to Long-Term Collaboration

A true win-win approach recognizes that collaboration is dynamic. Goals shift, challenges arise, and expectations evolve. The ability to adapt without losing trust or efficiency is what separates strong partnerships from those that collapse under pressure.

Emotionally intelligent professionals remain flexible and proactive, ensuring that as circumstances change, the collaboration remains strong.

A win-win approach to collaboration ensures that both sides gain value from the relationship. Emotional intelligence is the key to making this happen.

By creating trust, communicating effectively, embracing conflict as a growth opportunity, and staying adaptable, professionals create collaborations that are not just productive but deeply rewarding.

Whether working internally with colleagues or externally with partners, leveraging EQ ensures that professional relationships thrive, innovate, and drive long-term success—for everyone involved.

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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Giving Back: A Core Privilege of Our Profession

Independent SightLines

As eye care professionals, we are incredibly fortunate. We work in a field where we help people see life more clearly and protect their long-term vision. On top of that, we enjoy the financial rewards of a well-compensated profession.

When I speak to optometry students, I remind them to quickly pivot their mindset. You’re no longer a debt-burdened student. (Still debt burdened but now a doctor!). You’re stepping into a respected career with incredible earning potential and opportunities to make a real difference. A scarce mentality simply doesn’t align with the life ahead of you as an optometrist.

It’s important to embrace an abundance mentality and give back throughout your journey. Not just once you’re “comfortable.” Don’t wait until the mortgage is paid off or the kids finish university. No matter where you are in your life or career, there are always meaningful ways to contribute.

What You Can Give Back

The Gift of Time
Volunteering is a powerful way to contribute. Whether you’re active with Rotary, coaching a soccer team, or serving on a committee for your provincial association, your time and expertise are valuable. These roles also help you build leadership skills, broaden your network, and strengthen your business and community presence.

The Gift of Money

Charitable donations go a long way. Many organizations struggle to get initiatives off the ground. A simple financial contribution can be the difference between a stalled project and a successful one. It doesn’t need to be large. What matters is consistency and intention.

The Gift of Eyecare

This one comes naturally to us. Donating a pair of sunglasses, a gift certificate, or a dry eye gift basket for a local charity auction is a low-cost, high-impact gesture. The product has a high perceived value, costs you little thanks to wholesale pricing, and brings new patients into your practice. It’s a win for the community and your clinic.

Who You Can Give Back To

At Cowichan Eyecare, we set an annual giving budget. You can’t say yes to every request, and that’s okay. Choose causes that resonate with you and your team.

Start with organizations aligned with our field.

Optometry Giving Sight
Third World Eye Care Society (TWECS)
Canadian Vision Care (CVC)

These groups bring vision care to underserved communities around the world.

Support local causes.
Food banks, women’s shelters, the SPCA, and Rotary Clubs are all strong candidates for regular giving. These are organizations your patients and staff already care about.

Remember your roots.
Give back to your optometry school. Whether it’s through alumni events, scholarships, or mentorship, helping the next generation strengthens the profession as a whole.

Look inside your own team.
Support staff-led fundraisers or sponsor the sports teams that their kids are involved in. At Cowichan Eyecare, we offer bursaries to staff whose children are graduating high school to help with their post-secondary plans. These small gestures build loyalty and community within your workplace.

Mentor generously.
Sharing your experience with new grads is one of the most impactful things you can do. Help them avoid your early mistakes, learn the ropes faster, and find their passion within the profession.

Our Internal Fund

We’ve set up an internal fund that allows our team to cover exam and eyewear costs for community members in real financial need. It’s not used often, but it’s there when someone needs a hand. Patients apply through a simple process, and doctors have discretion to offer no-charge services in exceptional cases.

This initiative reinforces our belief that access to vision care is a right, not a privilege.

The Bigger Picture

Giving back isn’t just a feel-good strategy. It reinforces gratitude, strengthens empathy, and keeps us connected to our communities and our purpose. It also improves morale within your clinic and builds a stronger team culture.

Adopting an abundance mindset allows you to lead with generosity, clarity, and confidence. It’s not about giving everything away, it’s about giving meaningfully and consistently, in ways that lift others and renew your sense of purpose.

If you’re fortunate enough to be in a position to give, you’re also in a position to lead.

Let’s lead well.

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Rural Recruitment Done Right: Lessons from Optometrists on Broadway

sponsor, Sponsored Posts

Across Canada, optometry practices—especially those outside major cities—are facing growing challenges in attracting new graduates and retaining optometry associates. As patient demand rises and competition for talent intensifies, independent clinics must think beyond job postings and salaries. Successful optometry recruitment strategies now depend on a longer game, one built on mentorship, early relationships, and a genuine investment in the next generation.

At Optometrists on Broadway in Tillsonburg, Ontario, that long game is already paying off. Clinic owner and OSI Member Dr. Matthew Michniewicz has made recruitment a deliberate, ongoing process that starts well before graduation and continues long after a new optometrist sees their first patient. His novel approach for recruiting new optometrists offers a model for how independent clinics can turn hiring challenges into opportunities for sustainable growth.

Early Contact Shapes Career Decisions

When developing an optometry recruitment pipeline, one of the biggest mistakes practices make is waiting too long to engage with prospects. By the time a new grad is looking for their first job, their opinions about practice settings, and the relationships that influence those decisions, are often already formed.

“It’s about being aware of who in the local area is potentially a student aiming for the program and then trying to find them and have discussions with them before they actually graduate,” says Dr. Michniewicz. “Ideally, you’re preparing to onboard them with a waitlist of patients and showing them the commitment you have to their success.”

Maintaining dialogue throughout their education creates familiarity—and familiarity builds loyalty. What’s more, these early relationships have a ripple effect. “Talk with them about whether they have any friends who are going into the program behind them or ahead of them,” he suggests. “That student network is strong, and if you’re connected with one of them, you can often connect with others who might be interested in working in your clinic, too.”

Supporting Young Optometrists With Structured Onboarding

Recruitment doesn’t stop at hiring. The early weeks on the job are where new graduates decide whether a clinic is the right long-term fit. A clear, hands-on approach to onboarding optometry graduates helps make that decision easier.

When integrating new associates, Optometrists on Broadway invites them into the clinic ahead of their start date to meet the team, get comfortable in the space, and set up their exam rooms the way they prefer—chair height, slit lamp positioning, and access to diagnostic tools like OCT and retinal imaging.

“We bring them in ahead of time to introduce them to all the staff and let them get a feel for the office,” says Dr. Michniewicz. “They can make changes to their exam room, try out the diagnostic equipment, and imagine what their day will look like before they even begin.”

Once they’re on the schedule, support continues. Patient volume builds gradually, and senior clinicians stay available for case discussions and questions. Over the first few months, this consistency helps new grads build confidence while settling into the clinic’s rhythm.

Mentorship is a Pipeline, Not a Perk

The same support that helps new hires succeed also attracts future ones. At Optometrists on Broadway, students get firsthand access to the clinic’s work and the people behind it—long before career decisions are made. This familiarity often leads them back to the practice that shaped them, and plays a key role in retaining optometry associates.

“Mentorship in independent practice is probably your best opportunity to find potential associates for the future,” says Dr. Michniewicz. “If they have a good experience in your office as students, you often have a perfect lead on the next member of your team.”

This philosophy extends beyond formal optometry mentorship programs. It includes offering shadowing opportunities to undergrads fulfilling prerequisites, inviting current optometry students to work in the clinic over the summer, and guiding externs through real-world cases.

Students who might not have considered rural practice often reassess after spending time in a supportive environment. They see the professional challenges, the pace of clinical growth, and the impact their work can have.

Long-Term Optometry Workforce Planning: Thinking in Years, Not Weeks

Effective rural optometry recruitment is a continuous, long-term investment. “It does take some digging in your local community to find who might be a good prospect,” says Dr. Michniewicz. “You have to start this process early because you’re developing a relationship that might only come to fruition several years down the road.”

This long view includes building patient waitlists that make a new hire’s first months productive and staying in touch with students even after they move away for school. It also means accepting that not every student you mentor will return—but those who do will come equipped with loyalty and enthusiasm for the work.

Recruiting Optometrists: What Clinic Owners Can Do Now

Taken together, the strategies used at Optometrists on Broadway reflect a simple but consistent pattern: reach students before they’ve made up their minds, stay in touch while they’re training, and give them something real to come back to.

Good practice management in optometry is about making the clinic’s value visible—so future clinicians understand what they can expect, and what they can grow into, if they choose to join you. To recap:

Reach out to local undergrads. Students in science or health programs often have optometry in their sights long before they apply. Connecting early—through career events, job boards, or community ties—can open doors before decisions are made. For OSI Members, resources like Job Connect and student outreach channels offer simple ways to stay visible.

Offer low-commitment entry points. Shadowing days, summer jobs, and casual mentorship conversations go a long way in shaping how students view independent practice. You don’t need a formal program to get started. Participation in OSI events or webinars can also help keep your clinic on students’ radar while supporting the wider profession.

Stay visible once they leave for school. A short check-in during winter break or a note of encouragement during exams can help maintain momentum. Relationships fade quickly without a reminder that the door is still open.
Show what sets your clinic apart. Whether it’s the pace of patient care, the team dynamic, or showcasing the clinic culture and technology you’ve invested in, give students a clear picture of what working in your practice would actually look like.
Make mentorship part of the culture. Students pay attention to how a clinic supports its clinicians. A practice where questions are welcomed and new grads are given room to grow sends a strong message about long-term support.

Securing the Future of Independent Optometry

“When you bring in a new associate, they’re putting a lot of trust in your office,” says Dr. Michniewicz. “They’re trusting that you’ll help them build their patient base, support their growth, and provide the resources they need to practice to their full potential.”

Trust becomes the throughline of a young clinician’s early career. With mentorship that remains consistent and a structure that makes expectations clear, new graduates gain the footing they need to build confidence in their work and in their choice of practice.

At Optometrists on Broadway, this support is embedded in how the clinic operates. Each new hire arrives with relationships already forming and a sense that their growth matters. It’s a model for strengthening independent optometry—one associate, one career, and one community at a time.

What could a sustainable recruitment plan look like for your clinic? Let’s review your current strategy and identify opportunities to attract, onboard, and retain the next generation of optometrists.

Connect with our team to get started at info@opto.com.

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Why are Practice Appraisals so Complicated?

Buying-Selling A Practice, Practice

For those who want to know what their practice is worth, or if you are intrigued by the furious debate about how to properly place a fair market value on a practice, this article will interest you.

First, an apology: there is shameless self-promotion in this article. I am a marketer and a capitalist – but also an educator – and I hope that you can notice the difference. I am trying to help you to understand and prosper.

And a second apology – I was so frustrated after critiquing an appraisal from a very suspect firm (owned by a Grifter) that I decided it’s time to call out the pathetic appraisal work that is making the rounds.

Lazy appraisers are not good for your profession. They publish spurious and plagiarized work. In doing so they demean and diminish the integrity of the practice valuation landscape. This ultimately lowers practice values as confidence is eroded at the banks.

Who needs and reads Appraisals?

Start with the knowledge of who are the intended readers of an appraisal: 1. Doctors 2. Bankers 3. Accountants 4. Lawyers 5. Trusted family advisors 6. Consultants 7. Professors 8. Insurance advisors 9. Credit Analysts – those who grant or deny bank loans… 10. and more… Each has a unique view of the appraisal, and all are biased towards their client – as they should be.

Why does this article matter? In the business appraisal community, there is a lot of fancy language, acronyms, spread sheets, formulae – and to be blunt – a great deal of nonsensical terminology being bantered about.

New entrants to the business appraisal arena often try to invent novel words to appear sophisticated, when in fact, they have nothing but an AI search and a spreadsheet to reply upon.

The only common denominator I can find amongst the plethora of appraisal gurus is the search for the holy grail of appraisal – the mythical “X-factor.” Where: the bottom line multiplied by X = business value expressed in dollars ($). It could be that simple. But no!

Consensus has ghosted the key players, and we do not share our data. Too many egos and too many Gurus! Yes, I am one of them. Please watch this short film: https://vimeo.com/397300519 TOO MANY GURUS.

First off, determining the bottom line is subject to bias, manipulation, and imperfect science.

And then, selecting the X-factor is a total wild card. If we all relied solely on the actual data, the amateur opinions (which are abundant) would be washed away and flushed down the toilet where they belong.

We don’t share our data, as it is proprietary and confidential to the clients – thus, it remains locked in the vaults of each appraisal firm. Sometimes never to be seen again – especially when the embarrassing sale price is much lower than the “experts” appraised value – how convenient it is to hide lackluster results.

By comparison, just ask a realtor about recent sales. They will not publish nor brag about the houses that sold under asking. You will always see their little mailers saying SOLD for X% OVER asking. Yes, this is highly predictable behavior for an incredibly low barrier of entry career (not a profession).

Those practice appraisers with small vaults of data must use more of their opinion to determine value. Most of them talk too much, listen too little, and rely far too much upon the abundance of rumor and gossip about actual sale prices.

The appraisal world is a perfect place for the Grifter to hide!

Sadly, there are many unnamed grifters lurking in the shadows salivating at your cash flow.

Amateurs prevail in all industries. They believe they have the recipe, yet few have baked a cake!

Many business appraisals are nothing more than a ‘best guess’, with little to no evidence-based backing.

Here’s a simple example:

X number of square feet multiplied by $X per square foot = leasehold value. Poppycock! Count the plugs, you lazy buggers. Watch this short film, please: Count the PLUGS https://vimeo.com/158992380

Did you know that no license is required to deliver an opinion of value?

Welcome to my world. OK – enough of my ranting and raving…

Let’s try to figure out how to do it.

How to Start (Business Appraisal 101)

Determine the Bottom Line:
Turns out there are many definitions for the “bottom line”. In Canada the most common phrases are:

EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization)
Net Income
Free cash flow (FCF)
Discounted cash flow (DCF)

So, what is the best bottom line to rely upon before applying the mysterious X-factor?

We all recognize net income – the figure found at the bottom line of accountant-prepared financial statements. This is what we report to the Canada Revenue Agency and pay personal or corporate taxes on.

But net income is rarely used as the bottom-line number for appraisals. What? Are you confused now? But wait, it gets more interesting.

2. Then we decide which report type to publish:

Appraisal
Valuation
Evaluation
Market Estimate
Letter of Opinion
Napkin Valuation (slang)

Then we select the approach to value:

Income approach
Market approach
Cost approach

And this one is a mouthful, used by accountants at times: Capitalized Invested Capital Net Cash Flow Method (CICNCFM).

And finally, we state a conclusion such as:

Enterprise value
Fair Market value
Salvage value
Terminal value
Present value

Are you confused? You should be!

One dude says he can ‘invert’ the numbers to arrive at ROI. What? It is or it is not an ROI! Silly man. Another fast talker says he got it all “in the Cloud”. Isn’t everything in the cloud now? Whatever.

And then there are dandy formulae: like this beauty: Capital Asset Pricing Model (CAPM). CAPM = E(Ri) = Rf + β(RPm) + RPs + RPu Where: E(Ri) = Expected (market required) rate of return on security Rf = Rate of return available on a risk-free security as of the Valuation Date β = Subject company’s beta coefficient RPm = General Equity Risk Premium for the “market” RPs = Risk Premium for small size RPu = Risk Premium.

STOP! Oh, my goodness! I am getting a headache!
What the heck is a beta coefficient anyways?

Shame on the business appraisal industry for making it far too complex. Complexity keeps the appraisal gurus busy – and in the chips! Whoops – I am one of those gurus.

Has anyone found simplicity?

Yes. The real estate agents made it simple by using the direct sales comparison method (aka market approach). The majority of residential appraisals rely almost entirely on the most comparable properties, those that recently sold on the open market, as the primary basis for determining fair market value.

I have much distaste for the real estate industry at large – primarily due to its adherence to the dangerous practice of dual agency (working for both sides), but at least the industry agrees on direct sales comparison as the empirical appraisal method.

Finding X

And now we begin the search for the ever-elusive X-factor… your guess is as good as mine. 2X? 6X? 10X?

So much to consider. My data reveals a minimum of four important variables to get us started – the location:

Urban
Suburban
Rural
Remote locations

Add to this a list of exceptions:

General vs specialty steams
High- or low-growth operation
Growing or declining local population trends
Cost of capital
Human resource availability
Dominance of key income producer(s)
And more…

Consider Location as a Starting Point

My data also reveals that an urban location can have more than one X-factor. Why? Because let’s be honest, not all parts of the big city are equal. Take Vancouver, for example. The Lower East Side is downtown – but is it representative of the entire downtown Vancouver area? The Lower East Side is known for its complex social dynamics. Would you want to buy a dental practice there? The amateur says that Vancouver deserves a specific X-factor. He is oblivious to the address and applies the standard, spreadsheet-driven metric to his appraisal. Take that to the bank!

What about all the other variables? Interest rates, premise lease terms, systems, fees, collections, staff configuration, individual skill sets, days and hours of operation, marketing and social media, reputation management, I could go on… How can anyone break all that down into a singular X-factor?

It can’t be done. No one possesses the holy grail – even Monty Python could not find it. But everybody you talk to is going to give you differing terminology, a different approach, and will promote their methodology as empirical to all others. Therefore (they will say) they should be trusted.

Rather than listening to all the biased opinionators, why don’t you ask your bank what information they prefer?

If you need to know the value of your practice, ask whom the banks approve and the accountants respect. All other choices may not serve you well for proper, documented, professional planning.

I have rattled sabers with accountants on many occasions, spending considerable energy – not to mention the hourly charges paid to those accountants – to explain our methodology.

My advice – Ask for a Sample Appraisal

Select a company that speaks plain language and presents its findings in a format you can clearly understand.

Hiring an appraiser and then being absolutely bamboozled by their mathematical gymnastics and spreadsheets (and then paying your accountant thousands of dollars to interpret and decipher them) is a foolish investment.

Ask for a sample appraisal from the company before you decide which one you choose to engage. If they cannot share a sample of their work, move on.

Conclusion

I submit that free cash flow, supported by direct sales comparison, is king of all methods.

Note of caution: EBITDA (Earnings before income taxes, Depreciation, and Amortization) typically used by major industries, are inappropriate for small, privately held Canadian corporations.

You will continue hearing that acronym. It is easily manipulated and can be custom designed to suit the purpose of the spreadsheet creator. Do not trust EBITDA when calculated by a purchaser.

Thanks for reading this far. I hope I didn’t give you a headache – I got one just writing this!

Enjoy this cold, harsh winter, folks… Elbows up – screw that! BUY CANADIAN and keep your money UP north of the border! Show up, don’t bugger it up and work our butts off! It will be like this for 3 to 5 years and may never go back to where we once were… sorry to be a downer.

is your before (NOT after) New Year’s resolutions:

Buy Canadian, please

Stop the madness and turn away all the hustlers at your door

Give your staff and patients 100% of your energy – they are valuable assets

Put all elective spending on hold – for at least 1 year

Call every supplier and ask them for a better deal – even your bank – they will listen

Focus on FREE marketing – ask your patients for their referrals

Reviews matter – make sure they are organic and ask for more!

Create or update your will – do it now, please. Do not be naïve or stubborn – it is expensive to be unprepared for the unforeseen – EXTREMELY expensive!

Reach out to Jackie and ask for a free appraisal – see below.

Are you seeking to understand the value of your practice?
Contact Jackie Joachim
Jackie has personally been involved in approximately 10,000 appraisals since joining ROI Corporation. She has had the privilege of appraising optometric, chiropractic, dental, and veterinary practices throughout Canada. Jackie understands how a practice works and the unique needs of healthcare professionals. Her personal goal for practitioners is to see them be strong business people who are able to take pride in their profession and reap the benefits of their hard work. Please contact her at Jackie.joachim@roicorp.com or call 1-844-764-2020.

Timothy A. Brown

Timothy A. Brown is the CEO and Broker of Record for ROI Corporation and has served the professions since 1979. His broad experience in clinical practice systems includes: appraisal, brokerage, leasing, and practice management. While Timothy’s domain expertise is largely from the dental world, as head of ROI Corporation, his experience has applicability across other health practice disciplines including Optometry and Opticianry.

Timothy is a Registered & Licensed Ontario Real Estate and Business Broker (Principal). He also voluntarily completed the Ethics and Business Practice course from the Real Estate Institute of Canada. He clearly understands dentists and has his finger firmly on the pulse of the dental practice marketplace in Canada.

He can be reached at timothy@roicorp.com or 416.520.7420.

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The Intense Demands of Today Are Even More Troubling for the Aging Eye

Contact lens technologies to support success in the presbyopic patient

Amongst contact lens wearers aged over 40, 90% expect to continue to wear contact lenses.¹³ Despite this, almost half of patients aged over 45 drop out of contact lens wear.¹³ However, with 46% of presbyopic contact lens wearers fitted with a non-presbyopic fit,¹⁴ a large proportion of presbyopic contact lens wearers experience a high level of compromise, requiring the use of reading glasses over their contact lenses.¹⁴

Most spherical multifocal contact lens fitting guides recommend fitting patients with 0.75D of astigmatism or less. However, eye care professionals are likely to encounter many presbyopes with more than 0.75D of astigmatism. Data shows that prevalence of refractive astigmatism of 0.50D to 1.75D increases with age (Figure 1).⁴ Further, while with-the-rule (WTR) astigmatism is more prevalent in younger age, there is a gradual shift to against-the-rule (ATR) astigmatism amongst presbyopes.¹²

$Figure 1: Prevalence of refractive astigmatism across age groups.4$

Figure 1: Prevalence of refractive astigmatism across age groups.⁴

Johnson & Johnson brings innovation to market to better serve presbyopic astigmatic patients

Up until now, daily disposable toric contact lens wearers have had to compromise as they become presbyopic.

Now, from the family of ACUVUE® OASYS MAX 1-Day comes ACUVUE® OASYS MAX 1-Day MULTIFOCAL for ASTIGMATISM, which combines innovative technologies from the ACUVUE® multifocal and toric lens designs with the performance of MAX for your presbyopic astigmatic patients.*¹⁵

This lens features an innovative 1.00D cylinder lens designed to simplify lens selection while delivering consistent results for patients with 1.00D to 1.75D cylinder to provide coverage for over 70% of presbyopic astigmatic eyes with ≥1.00D cylinder.^‡^16,17

In a clinical study, average visual acuity with ACUVUE® OASYS MAX 1-Day MULTIFOCAL for ASTIGMATISM was better than 20/20 at distance and intermediate and better than 20/25+ at near for subjects with 1.00 to 1.75D cylinder. ^‡17 Further, there was no clinically significant difference between patients who had 1.75D cylinder and those who had 1.00-1.50D cylinder for visual acuity, subjective comfort, subjective vision or subjective handling scores.^{^17} Wearers of ACUVUE® OASYS MAX 1-Day MULTIFOCAL for ASTIGMATISM confidently report clear vision reading a cell phone and using a computer.^§17

Find out more about the FIRST and ONLY daily disposable multifocal toric contact lens¹⁸

Authors: Meredith Bishop OD MS FAAO, Senior Manager Global Professional Education and Development at Johnson & Johnson Vision Care, Inc. David Ruston BSc FCOptom DipCLP FAAO, Director Global Professional Education and Development at Johnson & Johnson Medical Ltd.

This Post is sponsored by Johnson & Johnson.

*Versus Dailies Total1®

^‡In a clinical study of 163 subjects including 34 subjects with 1.75 D cyl in at least one eye. Average descriptive values.

^{^}In a clinical study of 164 subjects including 34 subjects with 1.75 D cyl in at least one eye. Average descriptive values. No clinically significant difference (visual acuity:≤2.5 letters, comfort and handling:≤5 points on validated questionnaire).

T3B descriptive summaries: n=171

References

Mostafa YMSE, Saif MYS, Saeed MA, et al. The Effect of Age and Gender on Tear Film Breakup Time. Egyptian Journal of Medical Research 2021;2(2):137–48.
van den Berg TJ. Analysis of intraocular straylight, especially in relation to age. Optom Vis Sci 1995;72(2):52–9.
van den Berg TJTP, Van Rijn LJR, Michael R, et al. Straylight Effects with Aging and Lens Extraction. American Journal of Ophthalmology 2007;144(3):358-363.e1.
Sanfilippo PG, Yazar S, Kearns L, et al. Distribution of astigmatism as a function of age in an Australian population. Acta Ophthalmol 2015;93(5):e377–85.
Eyesafe. COVID-19: Screen Time spikes to over 13 hours per day according to Eyesafe Nielsen estimates. Eyesafe March 2020.
Deloitte. Balancing act: Seeking just the right amount of digital for a happy, healthy connected life. Deloitte Insights. https://www2.deloitte.com/us/en/insights/industry/telecommunications/connectivity-mobile-trends-survey/2023/connectivity-mobile-trends-survey-full-report.html. Accessed December 13, 2024.
Portello JK, Rosenfield M, Chu CA. Blink rate, incomplete blinks and computer vision syndrome. Optom Vis Sci 2013;90(5):482–7.
Wolffsohn JS, Lingham G, Downie LE, et al. TFOS Lifestyle: Impact of the digital environment on the ocular surface. Ocul Surf 2023;28:213–52.
Watten RG, Lie I, Birketvedt O. The influence of long-term visual near-work on accommodation and vergence: a field study. Journal of human ergology 1994;23(1):27–39.
Diec J, Naduvilath T, Tilia D. Subjective Ratings and Satisfaction in Contact Lens Wear. Optom Vis Sci 2018;95(3):256–63.
Nicole Gruber, Urs P. Mosimann, René M. Müri & Tobias Nef (2013) Vision and Night Driving Abilities of Elderly Drivers, Traffic Injury Prevention, 14:5, 477-485, DOI: 10.1080/15389588.2012.727510.
Read SA, Vincent SJ, Collins MJ. The visual and functional impacts of astigmatism and its clinical management. Ophthalmic Physiol Opt 2014;34(3):267–94.
JJV Data on File 2022. A survey conducted with a total n=7356 and CL wearers n=1213 representative U.S. and U.K. consumers, ages 15-64.
Morgan PB, Efron N, Papas E, et al. BCLA CLEAR Presbyopia: Management with contact lenses and spectacles. Contact Lens and Anterior Eye 2024;47(4):102158.
JJV Data on File 2022. Comparative Subjective Claims for ACUVUE® OASYS MAX 1-Day lens vs Dailies Total1® and Additional Stand-Alone Claims.
16. JJV Data on File 2024. SKU Coverage Claims for ACUVUE® OASYS MAX 1-Day and ACUVUE® OASYS MAX 1-Day MULTIFOCAL Brand Contact Lenses.
17. JJV Data on File 2024. Subjective Standalone Claims for ACUVUE® OASYS MAX 1-Day MULTIFOCAL Contact Lenses for ASTIGMATISM.
18. JJV Data on File 2024, First and Only Daily Disposable Multifocal Toric Contact Lens in US.

Important Safety Information: ACUVUE® Contact Lenses are indicated for vision correction. As with any contact lens, eye problems, including corneal ulcers, can develop. Some wearers may experience mild irritation, itching or discomfort. Lenses should not be prescribed if patients have any eye infection, or experience eye discomfort, excessive tearing, vision changes, redness or other eye problems. Consult the package insert for complete information. Complete information is also available from Johnson & Johnson Vision Care, Inc. by calling 1-800-267-5098, or by visiting www.jnjvisionpro.com/en-ca/.

The third-party trademarks used herein are the intellectual property of their respective owners.
© Johnson & Johnson and its affiliates 2025 2025PP15604

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From Dr. Google to Your Exam Lane – What Online Search Trends Reveal About Today’s Contact Lens Patients

Buying-Selling A Practice, Practice, Technology

by Dr. Harbir Sian, OD

In an era when patients ask Dr. Google before they call their optometrist, the way people seek vision care information is changing fast.

The Contact Lens Institute’s 2025 Digital Discovery report dives into thousands of real-world searches from across North America including Google queries, TikTok reels, voice-assistant prompts, and AI-generated answers to uncover what contact-lens wearers (and would-be wearers) really want to know.

The results offer valuable lessons for eye-care professionals: how to anticipate patient questions, fill the information gaps that online sources leave behind, and strengthen in-office trust in an AI-powered world.

Price First, Value Second

The study found that 65% of all contact-lens-related Google searches focus on buying—price comparisons, retailers, rebates, and “cheap contact lenses.” That means many patients come to their exam with a pre-set idea of what lenses should cost based on what they’ve seen online.

Clinics can turn that to their advantage. Discuss rebates, insurance coverage, direct shipping, easy exchanges, and personalized service early in the visit and not as an afterthought at checkout. Showing the full value proposition helps move the conversation from “How cheap can I get them?” to “Why should I get them from you?”

Automated reorder reminders and in-office or online purchasing portals also keep patients from drifting toward online retailers when it’s time to restock.

A Removal Problem, Not an Insertion One

One of the most surprising findings: searches for how to remove contact lenses outnumber how to insert by more than 2-to-1. It’s a reminder that removal anxiety, not insertion, could be driving frustration and dropout among new wearers.

Make removal part of every fitting conversation. Printed guides, short explainer videos, and structured follow-ups can dramatically reduce anxiety. Even better, send patients your own trusted video link so they don’t have to scroll through questionable TikToks for help.

Shifting the “Either-Or” Mindset

Search behavior also shows a major misconception: only 6% of comparative searches used the word “and” (as in contacts and glasses), while 94% used “or.” Many consumers still believe they have to choose one or the other.

That’s a missed opportunity. Ask every patient about “life moments” that could benefit from both: vacations, sports, weddings, or even long workdays. Offering in-office trial experiences, where the optometrist inserts and removes the lenses, can help hesitant patients imagine contact lenses as part of their everyday routine, not a replacement for spectacles.

Voice Search and AI: The New Front Door

Up to 20% of all contact-lens searches now happen through voice assistants such as Siri, Alexa, or Google Assistant. Phrases like “eye doctor near me” dominate.

For clinics, that means visibility depends on digital housekeeping: complete your Google Business profile, use location-specific keywords, and include “eye doctor” or “optometrist” on your site pages.

Google’s new AI-driven summaries (via Gemini) often answer a query without users ever scrolling down. Practices that publish credible local content, blogs, service pages, and videos, are more likely to be cited or surfaced by these AI summaries. In other words, digital authority begins with your own website.

Countering Misinformation—Gently

Patients trust AI assistants, but that trust is misplaced more often than not. When the Contact Lens Institute asked major AI platforms where consumers should go for lens information, results ranged from the American Optometric Association to, surprisingly… Forbes.com.

Rather than dismissing what patients read online, invite the discussion:

“That’s interesting—where did you find that information?”

This simple question opens the door to clarify misconceptions and reinforces your role as the most reliable source for personalized guidance.

Meeting Patients Where They Search

The CLI Digital Discovery report offers a clear takeaway: the online behavior of today’s patients can help shape better real-world care. When optometrists view digital channels as extensions of their exam lanes, they can anticipate concerns before they’re voiced, provide trustworthy education, and make every interaction, online or in-office, count.

By embracing proactive education, promoting dual wear, and optimizing for digital discoverability, eye-care professionals can ensure that Dr. Google leads patients right back to where they belong, in your exam chair.

Dr. Harbir Sian, OD

Dr. Harbir Sian, OD, is an optometrist, entrepreneur, and award-winning advocate. Co-owner of multiple clinics in British Columbia, he specializes in myopia management and dry eye care. A TEDx speaker and host of Canada’s most downloaded optometry podcast, he is a trusted Key Opinion Leader and sought-after educator.

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