FOR INDEPENDENT EYECARE businesses, staying competitive requires more than just delivering quality care and products. In an industry shaped by evolving consumer expectations, technological advancements, and economic fluctuations, long-term success depends on a well-defined strategy. Yet, many business owners find themselves so focused on day-to-day operations they overlook the importance of big-picture planning. Without a clear strategic direction, businesses risk stagnation, inefficiency, or being outpaced by more forward-thinking competitors.

“Taking your business to the next level requires a look at all aspects of your practice,” says Bryan Hoban, finance and strategy advisor at Professional Eye Care Associates of America (PECAA). “In addition to managing the daily stress that comes with running your office, review the business from a higher level and determine how to best grow and improve.”

Strategic thinking goes beyond revenue benchmarks and KPIs. A well-crafted strategy provides clarity, helping you make informed decisions rather than react to challenges as they arise. It ensures that every aspect of your business — staffing, marketing, customer service, operational efficiency — aligns with overarching objectives. It also fosters adaptability, enabling you to respond proactively to market shifts, regulatory changes, and emerging industry trends.

Ensuring that an overarching plan is driving individual staff assignments is the order of the day at Lifetime Vision and Eye Care in Miami, FL, where, says Dr. Ben Thayil, “Once I have a clear vision of my goals, I break them down weekly by the three important tasks I can do to move forward. I then look at who can help me achieve each task and set clear expectations and incentives for their help.”

Hoban emphasizes that engaging the entire team in the planning process leads to stronger outcomes: “The best ideas often come from those who are actually doing the work in that area of the business. A brainstorming session is a good way to begin and ensure everyone understands the desired outcome. Distill brainstorm ideas down to what is realistic and fits into the broader plan.”

A time-bound business strategy also creates a sense of momentum and can have a self-fulfilling quality. “My experience with clients is when we create a five-year plan, they often hit it in three or four years just because they made a plan,” business consultant Andrea Hill told sister publication INSTORE. “The five-year plan should be reviewed every year, but the strategy shouldn’t shift a lot.”

A critical aspect of strategic planning is defining the business’s unique identity. What sets it apart from competitors? This not only helps attract the right customers but also serves as the foundation for decision-making across all business functions. “Identify the ‘North Star’ and constantly ask each other, ‘Are we going down a path that aligns with our North Star?’” Hoban advises. “A lot of ideas might seem good for a business, but if they don’t fit into the broader strategy, they could derail progress and waste time and money.”

Remember that implementing a strategic plan requires commitment. “Time, energy, and focus persist as some of the most significant challenges,” says Hoban. “This might mean the short-term pain of blocking out some patient slots to work on the plan, but the revenue lost in the short term will pay dividends in the long term.”

So how does strategic planning play out in real-world eyecare businesses? The following profiles showcase insights from five eyecare business owners and managers who have embraced strategic planning to strengthen and grow their businesses.

Precision Eyecare
VAncouver,WA

Lisa Smith, operations manager at Precision Eye Care, takes a strategic planning approach rooted in local needs and teamwork. She defines strategic planning as “the big picture, what you want to see by the end of the year,” such as “sales, new patients, growth in procedures”—as opposed to daily task management.

Lisa Smith

A successful example of this approach was their decision to grow dry eye procedures with aesthetics. “Last year we strongly marketed toward those patients and opened a med spa in our building. We also looked for opportunities to go to or bring in training for the staff to support this. We broke down the annual goal to how many exams we needed to complete each month to convert to treatments.”

Precision Eye Care’s planning process is collaborative. “The doctor and I meet at the beginning of the year to discuss last year’s goals, what was successful and what was not. We decide what to focus on for the new year, then present it to the staff to get their feedback and buy-in. We break up the goals quarterly and monthly, then come up with tasks and assignments to accomplish our plan.”

Smith emphasizes the importance of aligning strategy with brand identity and values, noting how shifting demographics have influenced their approach. “We used to be a pretty ‘upscale’ optical boutique, focusing on the ‘best’ products. We have noticed that our patient base wants recognizable brand names that are more affordable, so we are in the process of changing our assortment and looking for patients with dry eye or those willing to spend on aesthetics.”

Implementing plans comes with challenges. “The biggest challenge is follow-up and follow-through,” Smith admits. Clear communication is essential to execution. “We communicate goals with our team primarily through staff meetings. We also have huddles every morning to keep everyone on board.” These regular check-ins help maintain focus and alignment with strategic objectives.

For other eyecare business owners, Smith advises: “Simplify the goals, and make sure they are attainable. Get feedback from the staff — they’re on the front line and see the obstacles. Give time for tasks and changes to take place. And share results, both negative and positive.”

Geauga Vision
Middlefield, OH

Strategic planning isn’t just about predicting the future — it’s about shaping it, according to Geauga Vision CEO John Bruening. But even the best-laid plans can be upended. In recent years Bruening and his team have learned some valuable lessons in the need for strategy to include flexibility.

John Bruening

“We often assume we will have the market, the human resources, and the financial capital to see our plans through,” Bruening says. “However, when one or more of these misalign, it can put a huge strain on the business.”

Five years ago, Geauga Vision believed COVID-19 would be its biggest test. In hindsight, Bruening says, it was just the beginning. One location lost two optometrists to maternity leave at the same time. “Going from 35 exams each day to zero meant a loss of hundreds of thousands of dollars,” he says. Another office received sudden notice that its building had been sold, voiding their lease and forcing an unexpected relocation. Meanwhile, a third-party vision plan refused to pay on over half a million dollars in claims, creating a cash flow crisis.

Through it all, Geauga Vision adjusted its short-term strategies but never lost focus on its long-term goals. “Reaching them has been delayed, but we’re still confident we will achieve them,” Bruening says.

That long-term focus is built on a clear framework. “Every plan should have a framework, and the framework we use is our mission statement,” Bruening explains. “We are an employee-centric company, so our employees are a big part of our mission. Our mission statement is, ‘Improving our patients’ vision while helping our team members fulfill theirs.’ If our planning will not enhance the lives of both our patients and our employees, then we throw those ideas out and start over.”

With that mission in mind, Geauga Vision focuses on three core areas: employee acquisition and retention, facilities, and product selection.

Investing in employees is the top priority. AI will continue to shape operations, but technology won’t replace skilled professionals. “This will not reduce our need for highly trained, quality employees, which is why we have a robust apprentice program in place,” Bruening explains. By identifying employees nearing retirement or changing roles, the company ensures smooth transitions. The second pillar — facilities — requires constant monitoring. With a mix of owned and leased locations, Geauga Vision stays attuned to real estate trends to avoid being priced out of key markets. Finally, product selection, while often seen as the “fun” part of the business, presents major financial risks. “Past performance is not indicative of future results,” Bruening notes. To mitigate risk, the company buys in larger lots, reducing shipping costs and leveraging better pricing. “When we get it right, it can mean great sell-through; miss, and it could set the company back quite a bit.”

Bruening’s strategic advice for any business owner: “Create a team that will not always agree but will challenge each other to push beyond what is normally expected.”

Highland Eye Boutique
Atlanta, GA

“You can take the man out of the Army, but you can’t take the Army out of a man,” says master optician Pablo E. Mercado, who served over 21 years in the U.S. Army and Army National Guard, attaining the rank of Major. Having held multiple leadership roles, including in combat zones, Mercado knows a thing or two about planning.

Pablo E. Mercado

“Strategic planning is always long range in nature. This is at least six months out,” he explains, contrasting it with day-to-day operations, best managed through what the Army calls a “Battle Rhythm.” This structured approach ensures tasks and goals remain clear. Mercado emphasizes flexibility, accountability, and transparent communication in planning.

“Strategic plans are always created and based upon the desired outcome,” he says. “That provides the vision for the future and suggests a direction on how to proceed in order to make plans a reality.” As an example, he shares, “In our practice… we took over a year in planning before we made a major decision regarding vision plans. This level of planning made the changes we wanted to make very smooth as compared to if we just pushed changes without the thought we put into it.”

The planning process follows key steps: identifying resources, selecting decision points (such as frame suppliers or technology investments), setting a timeline, and execution. “Critical to this process are things like flexibility, accountability, transparency, and having the people and parts and/or equipment needed to make the plan a reality,” he says.

In the eyecare industry, understanding patient needs is essential. “As we review our frame lines every so often, we start with what our patients and customers want from us as a practice,” Mercado explains. “That minimizes the possibility of bringing in a frame line that is a complete bust because it just does not resonate with them.”

One major challenge is ensuring a plan’s feasibility and relevance, says Mercado, who warns against getting too attached to any one plan: In the Army, “We were taught not to fall in love with a plan, because when the problems with it become evident, one could become unwilling, and then unable, to make necessary changes before catastrophe strikes.”

Mercado stresses that “Constant and direct communication is always the best approach to ensure everyone is in the loop,” he says. “If communication is not sustained, then you risk not getting the buy-in you need from everyone involved for the plan to succeed.”

Despite the challenges, Mercado urges ECPs to embrace the process. “The first time you start a planning session, it is painful. If you let the difficulty of the process overwhelm you, you end up not planning, just reacting. By then, it is many times too late.”

Eye Clinic of Wisconsin
Wausau & other locations, WI

Jami Kulpinski, optical manager at the multi-location Eye Clinic of Wisconsin, offers a clear distinction between strategic and operational planning. “Strategic planning involves a strategy and forethought; it is forward-thinking and typically more involved, focusing on setting a trajectory or initiating change.” In contrast, day-to-day operational planning is “about preparing for the tasks that help you run smoothly on a daily basis.”

Jami Kulpinski

One major strategic shift at Eye Clinic of Wisconsin involved simplifying frame brand offerings. “Each of our opticals had so many frame brands it was challenging to identify what sold well and what didn’t,” Kulpinski explains. “We made a strategic decision to reduce the number of manufacturers we work with to maximize discounts, better track sales (turns), and more effectively represent our clinic’s brand. It has taken two years to streamline this process, and we are finally where we want to be.”

Through experience, the clinic has refined its strategic planning into seven key steps:

• Determine what changes are needed and why.
• Identify who needs to know/approve the change.
• Get team support — “By far the most critical,” warns Kulpinski. “If the staff isn’t on board, they will always divert to what they feel comfortable with or are used to, inadvertently sabotaging things.”
• Establish a timeline.
• Develop steps to make it happen.
• Implement.
• Conduct ongoing reviews.

To keep plans aligned with the clinic’s brand and values, Kulpinski stays open to team feedback. “You must keep an eye on how things are progressing and be proactive in keeping things on track or shifting at the first sign this may not be a great idea.”

Looking ahead, she expects technology, AI, and shifting patient preferences to drive planning decisions. “Some of the expansions we are undertaking will be driven by area demographics and patient base, while others aim to ensure new locations maintain the same high standards as our existing ones. It is crucial that we make decisions that do not negatively impact our image, brand, or patient care.”

For small businesses, balancing strategic planning with daily operations is a challenge. “Changes must be made incrementally over a long period, which comes with its own set of challenges, including a potential ‘drop out’ rate.” She closely monitors team engagement to keep momentum.

Kulpinski finds Microsoft Teams invaluable for organizing strategic discussions, she says. “This ensures that all thoughts and discussions stay in one place, making them accessible to everyone.” She dedicates at least three hours a week to ensuring plans stay on track. Her advice: “Be intentional and make time. Strategic planning requires effort and cannot be done ‘when you are free.’”

Taylor Eyecare
Carmi, IL

Maintaining transparency with all staff members is crucial to the way strategic planning is conducted at Taylor Eye Care, where monthly and annual revenue figures are shared openly with the team. According to office manager Morgan DiMaggio, this approach results in buy-in and motivation to boost revenue. “The most critical elements of a strategic plan are transparency and reliance on metrics, rather than emotions,” she shares. “For example, if you have a feeling that a product line is underperforming, but the data shows otherwise, trust the data. Numbers are facts — feelings aren’t always reliable.”

Morgan DiMaggio

The bedrock of all planning is Taylor Eye Care’s five core values, centering on two main principles: “the patient experience takes priority over profits” and “data-driven decisions guide our actions.” Says DiMaggio, “We reject any idea or sales strategy that contradicts these core values.”

When planning, the business is always aware of what’s really important to folks in rural Carmi. “Our small-town patients value personal connection — they appreciate that we remember their names more than having the latest wide-field camera,” says DiMaggio. “Though advanced equipment helps us provide better care, we receive the most compliments on our friendly, caring approach. Thankfully our business has a reputation for being friendly and caring, so our patients are more open and accepting of the newer technology that we invest in.”

To keep all team members on the same page, the office holds staff meetings every Monday afternoon after lunch, attended by all staff members, doctors, and managers, all of whom are encouraged to “share ideas, make announcements, and address concerns.” Adds DiMaggio: “We gather around a whiteboard to create pros and cons lists for decision-making. Our core values are posted in our conference room to ensure our decisions align with them. When discussing potential changes, we put ourselves in our patients’ shoes.”

DiMaggio advises eyecare business owners and managers to involve staff as much as possible in strategic planning. One way Taylor Eye Care does this is to have team members walk through the entire facility, experiencing it from a patient’s perspective. “During these walkthroughs, our front desk staff explains their appointment-making and check-in procedures, technicians demonstrate their pre-testing process, opticians outline their glasses sales, ordering, and dispensing procedures, and we conclude with the checkout process. This team exercise helps us identify potential weak spots and determine whether certain tasks might be better handled by staff in different positions.”