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The Big Story: Risky Business




Eyecare Pros Share Their Boldest Moves

There’s no time like a brand new year to start dreaming big and daring greatly for your business — especially when the biggest risk in business today is not taking a risk. As eyecare entrepreneurs, we perpetually feel caught between information overload and infinite opportunity. But stand still, and your competitors will blow past you before you can blink. That’s especially true in an industry seeing as much disruption as vision care. As author Seth Godin says, “How would you do it differently if the building were burning down? Because it is.”

Change is scary. It will make you feel uneasy and vulnerable. But sometimes, change is exactly you need. Best-selling author Brené Brown says, “For years, I drew courage from the question, ‘What would you attempt to do if you knew you could not fail?’“ Eventually, she adds, “I pushed that question out of my head to make room for a new question: ‘What’s worth doing even if you fail?’” Failure is nothing to fear. Brown notes that if we spend our lives waiting to act, “we ultimately sacrifice relationships and opportunities that may not be recoverable, we squander our precious time, and we turn our backs on our gifts, those unique contributions that only we can make.” Godin adds: “Bravery means a willingness to fail, coupled with the knowledge that failure isn’t always a bad thing. We need a lot more failures, I think. Failures that don’t kill us make us bolder, and teach us one more way that won’t work, while opening the door to things that might.”

We asked INVISION readers to tell us about their boldest risks. Here’s what some of you had to say. We hope you’ll share other stories of risks taken, rewards gained and lessons learned with us in the comments section at the bottom of this page.


Steve Nelson and Anton Syzdykov wanted a new adventure. They’ve found it selling fine eyewear.


Eye Candy Optical, Westlake, OH

Steve Nelson and Anton Syzdykov both had well-paying, jet-setting corporate jobs, but they left their cushy gigs behind to open a high-end eyewear boutique despite having no experience in the industry.

THE RISK: For years, Nelson and Syzdykov worked and traveled together in global marketing and retail development within the paint industry. Along the way, they had the chance to visit optical outfits from all over the world, which inspired them to embark on an entrepreneurial journey. In 2013 the duo opened Eye Candy Optical in Westlake, OH, putting their own twist on optical retailing while breaking free from the “golden handcuffs,” as Nelson calls his former career. “When you’re guaranteed a paycheck and you make a very good living … walking away from that is about as risky as it gets,” he says.

THE REWARDS: Nelson is proud to report that Eye Candy has developed into a business that is viable, growing and “fulfilling from a financial perspective.” Recalling an epiphany about six months into the operation, Nelson says it was a “big amazing moment” when he realized that “this thing is going to work … the risk is going to pay off.” (It has paid off in industry cred, too: Eye Candy placed second in INVISION’s 2015 America’s Finest Optical Retailers competition.)


But dollars and cents aren’t the only way to measure the boutique’s success. Nelson says that he and his partner succeeded in bringing to life their personal vision of what the optical experience should look and feel like. “We’ve really done something that I truly believe is totally different in optical for our geographic area,” he says. “We were able to create an eyewear buying experience where people not only rave about (Eye Candy), but they’re two inches taller when they walk out of the shop.”

THE TAKEAWAY: If possible, find a willing business partner and split the risk in launching your enterprise, Nelson says. It’s also critical to make well informed decisions backed by data and anecdotal research, which is why he and Syzdykov studied the industry for three years before diving into it. However, he cautions against getting caught up in “paralysis by analysis,” as only a businessman with an MBA who once wore the “golden handcuffs” can explain.

“What we’ve found in business, and the way we make most decisions, is it’s a process of triangulation,” Nelson says. “You do need some data points to make a decision and take a risk, but you’ll never know all the information. … At some point, it goes from writing a business plan to saying, ‘We can do this.’ So that’s what we did — we basically jumped off a cliff.”

Sabina Krasnov  of i2i Optique

Sabina Krasnov moved her family and her career across the continent. She isn’t looking back.



i2i Optique, Scottsdale, AZ

Sabina Krasnov took not one but two big risks two years ago: She moved across the continent from New York City to Arizona — and when she got there, she opened a new boutique from scratch.

THE RISK: Krasnov is the first to agree she made a bold move by leaving a familiar job in a familiar location to open an optical shop on the other side of the country. But it was a necessary risk, she says. Her gig in New York City — where she’d worked as an optician for 19 years — was a stressful, “dead-end job,” and she wanted a change for herself and her family. So along with her mother, children and husband, she moved to Scottsdale, AZ, where she opened i2i Optique in September 2014.

THE REWARDS: At first, i2i Optique’s biggest challenge was just “getting people in the door,” Krasnov recalls. After a few unsuccessful marketing initiatives, she began making monthly appointments with several assisted-living facilities where she does adjustments and other services at no cost, both to get her name out there and to give something back to her new community. Word began to spread and she’s beginning to see repeat customers.

“It takes time and patience,” she says. “I’ve met some amazing people that really needed someone like me in Arizona — someone that cares. (My customers) call me the eyewear fashionista. … I pick their eyewear, they sit in my chair and they just trust me.”

THE TAKEAWAY: Of course, launching a retail business of any kind requires the financial discipline to sock away enough money to sustain your operation during slow times. Beyond that, Krasnov recommends having a crystal-clear plan for what you want your business to look like.

“Most of all, have a vision. I wanted my optical to be like the Apple customer experience — that was my vision,” she says. “Service is key. When somebody comes in, smile, educate them and see what you can improve. My vision is treating everyone like they’re my mother.”

Krasnov has had ups and downs as a new entrepreneur, but she’s living her dream. “Work hard, show people that you really do care, and they’ll feel it,” she says.



We’re here to tell you that most risks work out … when you eventually get the courage to make the leap. But Elizabeth Gilbert, author of Big Magic: Creative Living Beyond Fear, says she’d like to change the business bromide, “Leap and the net will appear” to “Leap and the net might appear.” After all, as scientist Louis Pasteur once said, “Fortune favors the prepared mind.” So do your due diligence.


When it’s time to make your move, whether it’s going to the bank to finance a new location or appearing on a local TV show, set aside a few minutes to psych yourself up for the occasion. Harvard Business School faculty member Amy Cuddy is the author of the new book Presence: Bringing Your Boldest Self To Your Biggest Challenges, and she found that when people privately practice “power poses” (arms on hips, or feet on the table, or even draping an arm over a nearby chair), their risk tolerance and confidence soar. See her describe this phenomenon in a TED Talk that has nearly 30 million views at


Your employees may not have the exact skill set necessary to run your business, but they do understand your patients and customers. Tom Peters gives us four tips for sparking in-house innovation: 1) Hold an idea fair to encourage the revolutionaries within your company to share their inspirations. 2) Start a monthly new economy seminar series with your own staff as speakers. 3) Create a “Weird Fund,” a pool of money that your people can draw upon in small doses to pursue wild, one-off projects. 4) Encourage research through a “scholarship” that gives winning applicants time away from the office to network with a top customer, an interesting supplier, or even inside a high-performing eyecare business in another city.

Tiffany Satterly of Optique in Austin, TX

“One big difference is that the frames are a lot more spread out, so each brand gets its own area and you get more of a brand experience.” — Tiffany Satterly


Optique, Austin, TX

Business was good at Optique Austin. So good, in fact, that the Austin, TX, optometry clinic and eyeglass store was ultimately compelled to leave its old digs behind for a bigger location two blocks away — and open yet another new location in the same year.

THE RISK: There’s no such thing as having too many patients. But when you have more patients than your physical space can comfortably accommodate, it’s a problem. Optique Austin’s previous location had just one exam room with minimal space for a lab, and there was “such a flow of patients that we couldn’t physically fit enough people into the office sometimes,” says optician Tiffany Satterly. So the business relocated a couple of blocks away into a bigger office that has three exam lanes, a full-sized lab and more space for employees to work.

THE REWARDS: More space means more room for frames and overstock, which has led to higher sales, Satterly says. The extra real estate also helps make frame styling easier. “One big difference is that the frames are a lot more spread out, so each brand gets its own area and you get more of a brand experience,” she adds.

Beyond increased sales, higher patient volume and an improved customer buying experience, the new location better suits clinic staff, who now enjoy a more spacious, better equipped work environment. Satterly says employees were given the opportunity to offer input on the interior design, including how frames would be displayed as well as what the lab dimensions need to be. The result, she says, is a space that’s “just a lot bigger and more comfortable.” Patients and frame reps compliment the fresh design, too.

THE TAKEAWAY: If you plan a relocation or expansion, prepare to spend a lot of time contacting your patients and customers so they aren’t surprised by the change, Satterly says. And when you’re speaking with them, “get them excited” about your new or expanded space by explaining how the move will benefit them.

Also, it’s a lot of work to pack up an entire business and move it somewhere else, even if it’s just two blocks away. It was even more work than Satterly thought it would be. “You have to have a lot of patience with learning new equipment and organizing the space, and there are a lot of after-hours working together with the whole team,” she says. “But it’s worth it because we have more patients, and we’re selling more than we were before.” In fact, business is so strong that Optique Austin added another location, this one in a new South Austin development with two red-hot business successes (Shake Shack and Austin’s own Alamo Drafthouse) as neighbors. It opened in December.

Steve Whitaker of Whitaker Eye Works, Southeastern PA

Confused over which insuance plans are working for you? Steve Whitaker advises a scientific approach.


Whitaker Eye Works, Southeastern PA

After careful analysis, Steve Whitaker took a gamble when he stopped accepting vision plans for two years. The experience gave him new perspective on how to run his business.

THE RISK: Whitaker says that when he opened his first location in Wayne, PA, in 1993, he chased as many patients as he could by accepting seven different insurance plans. After crunching the numbers, he discovered that he was losing money on one plan and spending more time discussing insurance with his patients than addressing their needs. He eventually dropped all vision plans for two years to refocus on the sales aspect of his business.

THE REWARDS: By eliminating vision plans, Whitaker and his staff were able to stop performing administrative gymnastics and focus on customers’ needs. Dropping insurance helped him get his “mojo back” as an eyewear professional.

“Don’t forget why you’re here,” he says. When people pull out insurance cards, Whitaker says it can pull you away from your true purpose: showing people how to get superior vision via your best eyewear.

Two years into the experiment, Whitaker increased doctor hours and added three vision plans. The result was added profitability and a new sense of control over his business, which now has three locations. He advises other ECPs to avoid being merely “ambassadors for insurance companies.” Instead, he says, think of your business as “for-profit centers that sell eyeglasses and provide better eyewear and the best progressive lenses.”

THE TAKEAWAY: Of course, launching a retail business of any kind requires the financial discipline to sock away enough money to sustain your operation during slow times. Beyond that, Krasnov recommends having a crystal-clear plan for what you want your business to look like.

“Most of all, have a vision. I wanted my optical to be like the Apple customer experience — that was my vision,” she says. “Service is key. When somebody comes in, smile, educate them and see what you can improve. My vision is treating everyone like they’re my mother.”

Krasnov has had ups and downs as a new entrepreneur, but she’s living her dream. “Work hard, show people that you really do care, and they’ll feel it,” she says.

Dr. Scott Keating of Vision Trends, Dover, OH

Dr. Scott Keating has discovered that offbeat frames can be a hit in small-town America, too.


Vision Trends, Dover, OH

Dr. Scott Keating opened an optometry office that sells obscure frame brands, suspecting there was a hidden demand for them even in his small town.

THE RISK: Keating has always had a love for fun, unique frames — a passion that’s stoked every time he attends the Vision Expo trade shows. As the owner of a practice with two locations in a “semi-rural” Ohio county, he wasn’t sure if his clientele wanted anything other than traditional frames. But he had a hunch they might, so he opened Vision Trends in Dover, OH, and is finding success with a savvy formula that strikes “the right mix of frames, and the right customer service.”

THE REWARDS: Keating says Vision Trends has grown so well since it opened almost four years ago that he opted to sell one of his practice locations so he could spend more time on the new venture. A large selection of offbeat frames at different price ranges has given his niche strategy a broader appeal. “You can’t be everything to everybody, but at the same time you have to be careful to not pigeon hole yourself into too narrow of a thing,” he says. With a selection of unique styles, colors and shapes, customers are “more willing than you think to spend the money.”

He also credits strong customer service focused on “doing the small things” — such as presenting eyewear on a velvet tray — for distinguishing his business and attracting a more eclectic, higher-end shopper.

THE TAKEAWAY: If you want to run an upscale eyecare business, go all in. “You do have to jump in — you can’t just have one unique line,” says Keating. “If you know that your competition doesn’t carry unique stuff, you will thrive, and (your business) will grow fast once you get the right people to come in your door.”

To help entice those “right people,” Vision Trends holds an annual sales event that offers discounts large enough to persuade hesitant shoppers to take a chance on a unique frame style. Be conscious of your shop’s look, too. “If you want to sell unique style eyewear, you also need your optical interior look to be fashion-forward,” Keating says. “This ties into the overall experience and definitely puts the customer in the right buying mood.”



Here are more examples of risks INVISION readers have taken and how they worked out … or didn’t. Either way, you had the guts to try!

1 We stopped seeing all medical patients. It worked out great. Seeing all optical allows me to make much more income in way less time and makes ICD-10 of no consequence in my office. Dr. Texas Smith, Dr. Texas L. Smith & Associates, Citrus Heights, CA

2 Moving to a new location. It seemed like a horrible idea because we were doing well at our existing location, but we were renting and the landlord increased rent by 80 percent. (That’s right: eight zero!) We bought a retail condo in a new location, so it was a huge commitment without any sense of whether the new location would draw customers. It’s been a great decision! Dr. Sarah Jerome, Look + See Eye Care, St. Paul, MN

3 Two years ago, I entered a partnership with a practice that originated in 1965, where the optometrist’s last name was always McQuaig. Though the practice was called Family Vision Care, the locals knew it as “Dr. McQuaig’s” for the father and son duo. In order to change the community’s perspective of the practice moving forward, we decided to rebrand. New logo, designs, cards, signs, shirts, etc. went into effect and we waited with significant anxiousness. Our largest risk is now our largest success. People recognize our brand, and even know us by our logo alone. Dr. Blake Hutto, Family Vision Care, Alma, GA

4 We opened a larger location after two years in business. Visibility is better and business is up 800 percent. Terri Focht, Eyes All Over, St. Paul, MN

5 Money was tight, but I had a marketing idea that would cost us $2,500 a month. I did all the market research and recommended to the doctor that we do the idea all year long. It was a mailer to try and get a specific clientele to come in as new patients. The first month was a huge success, so we kept doing the mailers and increased our new patient base by 100 percent from the previous year. We stopped doing the mailers the next year, but we were able to retain about 70 percent of the patients that came in previously, as well as have a steady stream of new patients. It was scary at the time because it was my first big idea that the doc would have to invest in, but it worked out. Josh Bladh, Dr. Taylor Bladh, Diamond Bar, CA

6 We made the decision to not take insurance when we opened. It’s turned out fantastic! Kira Connally, Spectacles West, Weatherford, TX

7 I am an optician now, but I previously owned and operated a flooring business. The scariest thing I ever did was decide to stop advertising and start asking relentlessly and shamelessly for referrals for six months! It sharpened my customer service skills, gave us a chance to revisit/refine installation/quality issues and was a huge, very successful business builder. At the end of the year, almost every single customer who came through the door was a referral. Brandy Patrick, DePoe Eye Center, Macon, GA


8 I put in a fashion line of frames with a 50-piece minimum. Despite our best efforts, the fashion-forward appearance of this line was not a wow for our clients. Kate Giroux, MacPherson Opticians, Arlington, VA

9 We switched from a local lab to an out-of-town one that had unbelievably low prices. The quality and turn-around time were horrible with way too many re-dos. It was a nightmare. We gave up and went back to our previous lab. The savings were not worth all of the headaches. Don’t give up quality to save a few bucks! Susan Kantor, Central Phoenix Eyecare, Phoenix, AZ




Safilo’s “American Eyes” Video Celebrates Elasta and Emozioni starring ECPs Peter Tacia and Heidi Dancer

For the third year in a row, Safilo has looked to trusted eyecare professionals to star in its American Eyes campaign for its Elasta and Emozioni collections.Their latest testimonials are from Peter Tacia, O.D. and Heidi Dancer, optician, of Alma, MI, talking about two best-selling collections: Elasta and Emozioni.

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Cover Stories

How to Improve Your Kids Business

6 experts explain how to win them over early.




Transforming the medical side of your practice is obviously not a step to be taken lightly, particularly if you’re looking at expanding your treatment of children. The challenges are many, but the rewards can be great, personally and financially. To help those of you thinking of boosting your optometric offerings for kids but wanting to know what that could entail, we assembled an impressive panel of experts in pediatric eyecare, and its related specialties, for a rundown of the main areas you should be looking at. If children are the future, and the future is now, what are you waiting for?


Dr. Dominick M. Maino, professor, Illinois College of Optometry/Illinois Eye Institute, associate, Lyons Family Eye Care, Chicago, Il; and Dr. Nathan Bonilla-Warford, OD, Bright Eyes Family Vision Care, Tampa, FL

College of Optometrists in Vision Development (; Optometric Extension Program Foundation (, Binocular Vision, Perception, & Pediatric Optometry (BVPPO) Section of the American Academy of Optometry; Optometric Extension Program (OEP) Foundation

Dr. Don Teig

Dr. Maino:Not necessarily needed but a residency in pediatrics/binocular vision would make you stand out from the crowd. A Fellowship in COVD would do the same thing.

Dr. Bonilla-Warford:Generally, yes, additional training is beneficial outside of typical optometry training. A one-year optometric residency in pediatric vision care is an excellent way to become specialized. Beyond that OEP offer courses that cover the clinical care of infants and children as well as the practice management of the specialty.

Dr. Maino: Yes, but most ODs have much of what they need already.

Dr. Bonilla-Warford: The retinoscope is standard equipment, but many optometrists are not comfortable with it. Practice! Also, the pediatric-sized trial for refraction and probing refractive error without a phoroptor. A digital randomized visual acuity chart with movies for fixation and pediatric option acuity symbols. The Lang stereo test is a simple tool for assessing stereopsis without polarized glasses. Prism bars and loose prisms for binocular testing. And toys, finger puppets for entertaining little ones. They make a little booster for exam chairs that are perfect for kids who are independent enough to not sit on a parent’s lap but are still small.

Matt Oerding

Dr. Maino: Not unless you are doing developmental vision/vision perception testing and in office VT.

Dr. Bonilla-Warford: Not necessary. It is common to have one exam room that does have a few extra items for kids, but it can be used for adults as well, so it doesn’t really require extra space.

Dr. Maino: Definitely. You need to get the word out about your expertise in this area. Use social media.

Dr. Bonilla-Warford: Very smart [if you do]. Add children’s specialty services with info and descriptions on your webpage so patients can find and learn about them. Informative displays about children’s vision are an inexpensive and easy way to raise awareness. Networking with referral services is very effective.

Dr. Maino: Yes. You often need to not only do a comprehensive examination but also a sensorimotor assessment and other testing as well. Frequent follow up appointments are often necessary.

Dr. Bonilla-Warford: For typical children’s primary care, the reimbursement is somewhat lower because they often do not need glasses or contacts. However, specialty services such as myopia control and vision therapy are significantly more because they are often higher-end self-pay services.

Dr. Dominick M. Maino

Dr. Maino: When I work with my optometry students, I always tell them that a smile is the best piece of equipment you could have. You must be genuine. You should keep up on the current research in this area and be ready to take that extra step. You are not just working with a pair of eyeballs, but also with the child and the whole family. It is fun, challenging and fiscally rewarding.

Dr. Bonilla-Warford: Working with children is so fun. It is very rewarding to see them grow and develop and to know that you are helping them reach their goals, whether it is in school, sports, or overcoming symptoms. However, it can be challenging. You have to be honest with them in a way that they can understand. Children will not hesitate to tell you “I don’t like you! I am never coming here again!” If staff sets the tone so the child can feel that you are on their side, you will be amazed how much clinical information you can get from them at very young ages. Knowing when to stop or change a particular test or activity is essential. Most importantly, have fun! And get good at retinoscopy.


Matt Oerding, co-founder/CEO, Treehouse Eyes, Bethesda, MD and Tysons, VA

“The International Myopia Institute provides evidence-based treatment guidelines for this specialty; American Academy of Orthokeratology and Myopia Control (

No. Any optometrist can technically perform pediatric myopia management. However, specific CE/education is required to become proficient at the various treatments proven effective. These are currently orthokeratology lenses, multifocal soft contact lenses and atropine.

Dr. Charlene Henderson

Yes. A practice must have a good topographer as a highly accurate map of the cornea is critical to success. Additionally, a device to measure axial length is highly recommended.

No. This can be done within an existing exam lane or space.

Yes. Currently pediatric myopia management is not covered by vision plans, so it is a private pay procedure. Due to lack of parental awareness of the risks of progressive myopia and the availability of treatments, marketing is critical to generate interest. At a minimum marketing to existing primary care patients via email, newsletter and in-office marketing is required. To gain new patients for pediatric myopia management, social media, PPC and PR are all proven techniques.

Yes. Because this is a private pay procedure and children are likely to be in treatment for several years, the revenue per patient is significantly higher than a typical optometry patient. Fees vary widely, but typical is $2,000-3,000 for the first year of treatment.

Dr. Pauline Buck

Pediatric myopia management can be an incredibly fulfilling specialty when done correctly, as you are helping a child see better today and reducing their long-term risk of serious eye diseases associated with progressive myopia. Offering these services can generate significant patient/family loyalty to the practice, as treatment typically lasts several years and successful patients are proven to be great referral sources to others in the community.”


Dr. Pauline Buck, Behavioral and Developmental Optometrists, Miami, FL

The College of Optometrists in Vision Development (COVD); Neuro-optometric Rehabilitative Association (NORA); Optometric Extension Program (OEP); College of Syntonic Optometry (CSO).

Post-graduate training is very much needed. A new graduate from optometry school has the basics to begin a vision therapy program. Yet a successful vision therapy doctor will stand on the shoulders of their predecessors by learning what has already been learned. COVD and OEP provide training. OEP has regional seminars. COVD has state study groups and their annual meeting. Mentors are provided to assist when there are questions.

Yes and no. Bernell is a great resource of vision therapy equipment. There are many computer-based programs as well. However, I know many experienced doctors who have used something as simple as a stick and a straw to illicit a change in their patient’s visual system. This ability comes back to the training. When you really understand the system, you can make changes using just about anything.

Dr. Nathan Bonilla-Warford

Again, yes and no. Yes — the functional vision evaluation is done in the exam room using the phoropter and equipment that is standard to the profession. No — I have an entire room, ‘the play room,’ dedicated to the testing of physical performance. How do the eyes affect a person’s ability to perform an everyday task? I also have another room for the testing of classroom skills, which contains a desk, slant board, and a lot of paperwork.

Yes. ‘If you build it, they will come’ doesn’t work. I have gone out in the community and lectured about vision therapy. I have spoken to therapists, doctors, teachers, parents and other professionals about the visual system and how it can affect performance. Those individuals eventually become referral sources. I am constantly practicing my elevator [pitch] of what I do.

Yes. Most optometrists will see a patient once a year for their annual or several times throughout the year for care of ocular disease. When a patient is doing vision therapy I see them for their annual, their progress evaluations every 10 weeks, and weekly for the therapy sessions.

Vision therapy is understanding the nuances of the development of the visual system, how it can change behavior, and how it can alter a person’s performance. It can benefit children and adults with brain injury, children with difficulties in the classroom, individuals with autism and down syndrome. When all other professionals have told a person that there is nothing else to do for their condition and they come to me for a glimmer of hope, I offer the potential for change. When their symptoms decrease and their performance improves, those are the moments of my greatest job satisfaction and I am thankful that I have a ‘tool box’ large enough to have made that possible.


Dr. Don Teig, founder/CEO, “The A Team” High Performance Vision Associates, Hollywood, FL; and Dr. Charlene Henderson, Blink Eyecare and Eyewear, Charlotte, NC

Dr. Teig: This niche or specialty has always been referred to as “sports vision” but more recently as ‘visual neuro-cognitive training’ given the attention to the impact concussions and chronic traumatic encephalopathy (CTE) has had on sports. I also often refer to it as ‘high performance vision.’ I am the founder and executive director of ‘The A Team’, High Performance Vision Associates (, there is also ISVA (International Sports Vision Association,

Dr. Henderson: High Performance Vision Associates and the AOA.

Dr. Teig: Yes. I provide a 16-hour course with certification ( I also travel to provide this training. ISVA is working in conjunction with me to develop a certification program.

Dr. Henderson: It is necessary to understand the sports you are working with and how vision plays a role in success. Sports vision training by people who have pioneered the concept is invaluable. We went to Don Teig’s Sports Vision training weekend, and Fred Edmunds Xtreme Sight sports Vision training weekend. They are both excellent. We also did several Sports Vision AOA courses and read all the books out there.

Dr. Teig: Yes. The A.M.P. System (Achieving Maximum Potential), an immersive virtual reality technology; Senaptec, a digital testing and training instrument; NeuroTracker, a multi-object awareness trainer; FitLight motion and light sensors; and Quick Board, an eye to foot training tool.

Dr. Henderson: Yes. When we built our new building, we added lots of exciting equipment like Vision Coach, Fit Light, Senaptec, and the Bassin anticipation timer among others. We still use traditional VT equipment like Marsden balls and flippers and balance boards. The athletes like the bells and whistles of the digital devices.

Dr. Teig: Yes. At the very least a room that is 10′ x 12′ is a must.

Dr. Henderson: Yes, for testing space. You need room to swing or jump or dribble a basketball, for example.

Dr. Teig: Yes, by all means! Internal marketing with videos, pamphlets, etc., in your office and external marketing through social media, TV, radio and print.

Dr. Henderson: Yes. Internally tell all your sports-minded patients. All our patients walk by our sports vision room. You should reach out to teams and clubs and let them know what you do.

Dr. Teig: Yes! A typical Sports Vision patient can generate revenues of up to $3,000 each if they complete an eye exam, a Sports Vision Workup, a Sports Vision Training program of 12 weeks minimum; specialty contact lenses or sports eyewear and goggles.

Dr. Henderson: Yes. Sports vision training is an additional service not covered by insurance. So, it is up to you to set the fees you think are fair for your time for the evaluation and then training sessions.

Dr. Teig: Having been a pioneer in this field for almost 40 years, I can confidently say that sports vision is both emotionally and financially rewarding beyond belief. However, it doesn’t happen overnight and requires continual hard work. That being said, if you love sports like I do, it’s well worth the ride.

Dr. Henderson: It can be really rewarding if you have a passion for sports and working with highly competitive people. The niche does require training, equipment, space and active marketing. So, it will not just fall in your lap. But it is a great way to help people achieve their goals and use our skills as vision experts.

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Cover Stories

New Owners Weigh In On the Hardest Part of Their Business — Starting It




They say that starting is the hardest part. If that is true, then these ECPs—whom we asked to share their businesses’ origin stories while they are basically still happening—should have it pretty easy from here on out, right?

Kidding aside, if you’re curious about what happens in that space between idea and execution, we’ve got the perspectives of four new business owners who implemented different models and priorities as they got off the ground. From business plans to securing financing, from what they’d do differently to advice for others looking to branch out on their own, read on for all the fascinating details.


Julia Laval and Anissa Laval
Cutting Edge Optics, Berkeley, CA
Opened: November 2018

We are a mother/daughter optician duo and opened Cutting Edge Optics in November 2018 located in the charming Elmwood community on one of Berkeley’s busiest streets, College Ave.

Julia also owns Montclair Optical in Oakland. Montclair Optical boasts a long history; it has been in business for 42 years and passed down through several generations of opticians in our family for the last 35. Montclair Village has its own lab and Julia has been the technician in charge of cutting all lenses for the last few years.

I have been an optician for the last nine years. I learned my skills from my mother; observing the techniques needed to succeed in the business. If not for having seen first-hand how to correctly understand lenses, prescriptions and frames, my climb into the business would have been much steeper. I’ve worked under enough doctors to understand how not to run a business, enough that I knew I was ready for this adventure.

We opened Cutting Edge Optics because of our passion for opticianry. We are bringing true optical knowledge, new techniques, and unique, fresh brands to Berkeley. As two opticians with genuine love for this profession, excellent service comes naturally to us. We take our time, offering personal attention to every customer, and supplying a broad yet original selection of glasses to guarantee the perfect fit, customized in every way: from color and lens shape, to the glasses-buying experience itself.  

The shop was previously owned by an optician who was ready to move on. The decor was entirely white. Our aesthetic is based on a New York studio loft. When we took over, we painted and put up a gorgeous plant wall as the focal point. It pulls in the green, sustainable and eco-friendly aspect of the neighborhood, fitting these values into our urban aesthetic. The large windows create an airy, inviting feeling. We play music from all over the world, including Africa and Central and South America. We even mix in a little French rap.

This store has an extensive business plan. After more than 30 years of success in Montclair, it was natural to apply those guidelines to Cutting Edge. We are very serious about the buying process and making sure we don’t overspend on frames. Optical businesses fail in one category: how big their eyes get when a rep walks in verses how much they have in their bank account. It should never be a race to rush patients in the door just to cover your costs month to month.

Julia knew from experience what was needed to financially support the business and get it off the ground, and Anissa knew how to deploy social media and advertising to generate a buzz before the doors even opened. Before Day 1 our Instagram had over 700 followers and we gave hour to hour updates and sneak peeks. Business has been busy from the first day.

We constantly push ourselves to keep our patients informed about what we’re doing next. Social media gives us a platform to align brands with specific people. Every brand introduction and major event is published online. Photographer Dione Green (@Dione.Green), who took our photos, is key. We also advertise a lot with the Elmwood community newsletters.

Business, especially starting cold, can be a waiting game. When you revamp an established business, you’re going to deal with customers who are accustomed to the old way, the old prices, and the old frame selection; these loyal customers can take a while to warm up to changes. One of the most important lessons we’ve learned is not swaying to please everyone.

Annisa (l) and Julia Laval have brought true optical knowledge, new techniques and unique, fresh brands to Berkeley, CA, with Cutting Edge.

In terms of advice, make a detailed guideline to how you want to financially run your business and stick to it. Our way is to make a frame board. Our frame board details how many frames can fit into a section and how much money we are willing to spend on that section. You may think more is better but picking the right frames for customers is smarter than having as many as possible. Listen to your gut, not the rep! For example, if I’m buying 60 pieces of Garrett Leight, I need to ask myself how much I’m spending and how far they will get me before I have to repurchase. Then I need to consider what happens if 35 percent of those frames don’t move. I cannot purchase Caroline Abram just for its beauty, I have to consider who is going to buy these frames and is it worth having the same frame in three colors.

Also, have a social media advisor. Social media is the new Yelp. Without a visual aid to generate intrigue for customers, you’re doing your business a disservice and damaging its ability to grow and make profit. Social media is a digital lasso for new customers.


What was the first major milestone you celebrated?
We wanted to open as dramatically as we could. Our doors and windows were covered then we did a large reveal online and on the Elmwood community site. We were met with overwhelming support.
Have you already had to break up with a patient/customer or vendor?
We have had to break up with many vendors and bring in new brands.
Has the business made you cry?
Of course! If a business doesn’t make you cry, you’re not working hard enough.
Would you have done anything differently?
What’s been your most empowering moment?
A customer who had been looking for frames for over three years left with six. She later came back with three friends who all purchased.
How long did it take until you felt like were gonna make it?
Instantly. Business grows if you control money flow. Everything else comes easy.
Do you ever feel like you’ve made a terrible mistake?
Never. You have to be confident in your ability to succeed.
What do you do to help overcome doubt?
We sit in the office every time we feel overwhelmed and say: “There’s no way we are going to fail.”



Erika E. Mabus, OD 
Muncy and Laporte, PA
Opened: September 2018

I established my corporation on July 26, 2018 and officially signed closing documents on Sept. 6, 2018. I purchased it from an optometrist who had been practicing in the same location for the last 20 odd years. It’s 12 miles north of where I grew up and 25 miles south of where I live now. It was well-established, privately-owned, and one of very few independent offices in my area. I believe in private practice optometry and I am excited to officially be practicing in that capacity. 

I’d been contemplating my own practice since graduating from optometry school in 2013, and the timing just felt right. The optometrist had plans to retire soon, so it’s been a nice way for us to transition patients and give me time to pick his brain on the business aspects. 

I spent months going over the financials with an accountant and business advisor, as well as a lawyer with expertise in accounting and business acquisitions. I was surprised at how long it took for lawyers to go back and forth to on the contract’s terms. The retiring doctor and I began the process in April 2018 and finalized it September.

I secured financing through PNC Healthcare Business Banking and have been extremely happy with the help I received before, during, and after the purchase. I contacted a few smaller local banks, but they asked for high down payments or collateral; PNC made it simple and easy. 

I made a business plan, but just as everything in the world evolves, so has my idea of how my practice should run. I am happy with what I have accomplished in the last seven months of ownership, but I am always striving to do better. Currently, I am considering a consultant for more accountability and to keep myself on track, but also to help me achieve my future goal: comfort with the cost of new technology to set my office apart. 

Part of the appeal of private practice in a rural area is that patients feel at home. My team greets every patient by name and in the exam room I always try to make at least one personal connection. I recently saw an older patient I thought may have patronized my grandfather’s business years ago. We reminisced about the time he and his father spent in my grandfather’s hardware store. 

Taking over from an established OD where she grew up was Dr. Mabus’ way to ownership.

The retiring doctor and I put up a photo in the waiting area with a note welcoming me to the practice. I advertised with local high school sports teams and drama club programs and T-shirts. I also contacted the local newspaper for a “spotlight on business” article which brought a lot of business to my new location without any cost to me. 

The day we signed the agreement there was a full book of patients and it’s been that way ever since. Keeping the same staff with the retiring doctor still seeing patients has been a huge help. Patients are getting used to the idea of another doctor and they get one final visit with their previous optometrist. I opened a second location cold in January and I am just now starting to have a full day of patients there after a few weeks of one to five patients a day. 

I am happy with the quality of medical eyecare I provide, but I’d love to incorporate more advanced dry eye treatments. It is one of my personal passions, since I experience it myself. I also hope to become more skilled at specialty contact lens fittings to differentiate myself and complement my dry eye treatments. I thought I would be ready to jump in and purchase more equipment the first year, but now I hope to do so in year two. 

If anyone else is thinking of purchasing or starting their own practice, I would recommend getting an excellent set of advisors: a good lawyer, a competent accountant, and a business advisor. Having people to help is huge. My other advice is to integrate yourself into your community. Patients love to make connections with you, and that’s easier if you go to the same restaurants, know the schools, join the same gym, or shop in the same places.  


What was the first major milestone you celebrated?
I brought in two new independent frame lines that focus on sustainability — TOC lunettes Monkey Glasses and David Green Eyewear
Have you had to break up with a patient/customer or vendor?
Not yet, thankfully. Has the business made you cry? e Not yet! But I have had a few sleepless nights since September
Would you have done anything differently?
I would have set up my website sooner, which is still not complete.
What’s been your most empowering moment?
I still see patients at two other retail locations on evenings and weekends. When I tell them I have two private practices, they tell me that they are excited to see me there next year.   
How long did it take until you felt like you had it under control?
About three months, although there are still times when I feel like I’m lost with the business aspects. 
Do you ever feel like you’ve made a terrible mistake?
Not yet. Even when I am working seven days a week because I know in the end all the hard work will directly benefit me, not someone else.
What do you do to overcome doubt?
I breathe. I meditate. I trust that I am enough. I work hard, so I know that I’ve done everything I can. 



Mitch Peterson and Kelsey Keltgen, OD
SEEK Eyecare / Victoria, MN
Opened: February 2017 (Soft), April 2017 (Grand)

My wife, Dr. Kelsey Keltgen, and I cold-opened our practice in early 2017. We chose a new building in downtown Victoria, MN. We were the first and are still the only practice in Victoria.  

My wife, and high school sweetheart, had been practicing for about six years prior to opening SEEK. She worked as a paid hourly doctor right out of school and filled in at other practices on the side. After that she was a lease-holding doctor at a big box optical. I have a diverse background, from working on my family farm to starting a few successful businesses. I was even a bouncer and drove semi-trucks in college. Our unique backgrounds make us a great team. She is one of the most passionate ODs out there.

We both worked six to seven days a week to pay off our personal debt. So, when we were ready to open our dream store we were financially able to do so. We wanted to open our own practice because no one was doing what we wanted to do: offer a state-of-the-art practice that provided comprehensive exams with an approachable retail space. My wife wanted to be able to take a preventative approach that would be more beneficial to patients.

We did a ton of research. We used our experience to develop a patient experience that picked up where a lot of practices fall short. We had to figure everything out from scratch. None of us knew how or where to purchase frames … What lenses or lab to use.

We developed a very in-depth business plan with multiple options to pivot with if things didn’t pan out. We have adhered to the majority of it. The only major change is that we had to adapt due to how fast we are growing. We are hitting our goals for years four and five in year two.

We secured a build-out loan fairly easily due to our favorable debt-to-income ratio and self-financed the operating side. The most surprising challenge we encountered was that construction was always four months behind schedule due to more than 35 inches of rain the day we broke ground. We had to meet frame reps at a coffee shop.

Insurance credentialing was a huge project that my rock star wife handled. Start working on that the second you can. We are involved in the community, volunteering and sponsoring events. I’ve used unique marketing avenues to get our brand out. Constant logo use and branding is important to my marketing plan. Since we previously leased at a corporate big box practice, the patient base was ours. We posted on social media each step of the build-out.

Business was crazy when we opened. We had so much local support and we both have large families; they were some of our first patients. The support from our friends and family has been amazing.

Over time, we have gotten very precise in how we operate. We have brought in more high-end eyewear than we initially planned. The biggest learning curves have been on the optical side: we’re more particular with our frame purchases; we make sure the product is great and the rep is even better; if they aren’t, we get rid of them.

Our advice is don’t over-extend yourself. If you aren’t financially and mentally prepared to do everything yourself, wait a few years. Write up your dream business model and find the patient base that fits it. Don’t let anyone or anything push you to start cold. You have to be all-in. We have zero regrets and love working as a wife and husband duo.


What was the first major milestone you celebrated?
The night before we turned the OPEN sign on, we sat and had a beer in the front office after a month of 100 hour work weeks.
Have you already had to break up with a patient/customer or vendor?
We are break-up free on the patient side. We have had to let a vendor or two go.
Has the business made you cry?
It has been an emotional rollercoaster but I think the only tears have been tears of joy.
Would you have done anything differently?
e Nope.
What’s been your most empowering moment?
When publications like INVISION contact us to share our story. It reassures us that we must be doing something right.
How long did it take until you felt like you were gonna make it?
Once the first patient came in the door I knew we had created something special.
Do you ever feel like you’ve made a terrible mistake?
e No success comes without mistakes. It is how you move forward and learn from them.
What do you do to help overcome doubt?
We work through everything as a team. If there is any doubt we talk it through between the doctor, Rachel and myself. Keeping each other in check keeps confidence high.



Jason M. Klepfisz, OD
Urban Eyecare, Phoenix, AZ
Opened: August 2017

We opened Urban Eyecare in August of 2017 to bring comprehensive care and independent eyewear and specialty contacts to an underserved area, and also hoping that bringing these services would springboard future growth.

I spent the better part of three years jotting down notes on all the little aspects of private practice and optical that resonated with myself. I wish I could say it was all fun and games, but there was a lot of monotony: Which slit lamp has the best optics? Manual vs. automated phoropter? White-gray flooring or gray-white? Pricing out the optical. The best advice came from those that have gone down this road before, those that are currently practicing, and those looking to hang up their own shingle.

I come from an Indian Health Services background, having completed residency in a rural community. This continued in a geriatric setting for years when I returned to Phoenix before deciding to open my own office. The biggest challenge we faced when opening, and one that changed our overall goal, was getting credentialed on medical insurance panels. We pivoted to focus on our retail experience, seeking harmony between a medically and optically oriented office. What I didn’t expect was to fall in love with the materials and craftsmanship as much as I have.

To make ourselves stand out, we push brand-awareness social media campaigns and provide adjustments and free cleaner to anybody who walks in. We exhibit local artists in our office.

We got the word out through trial and error. We started with our online presence. I also hand delivered letters to about 250 local businesses on a 100-degree spring day. We called local businesses and found ones who allowed us to deliver gift bags to their employees. We took every health fair opportunity available. Every bulletin board, coffee shop and college building we could leave flyers, we did, even handed them out on the street.

Business was great when we opened. The problem was we lost our optician just a few days before opening. I had no previous experience with optical and my staff were untrained in the area. In our first week, we slowly built up a pile of lab orders ready to be placed but nobody to place them. Fortunately, by the end of that week we found a wonderful replacement who has been our rock star ever since!

The main lessons we’ve learned are, firstly, to check out eyewear in person before buying. With our limited window to purchase frames while opening, we carried some brands we were less than thrilled with over the course of the year. We shed about half of the brands we started with and are much more careful in our choices now.

Lastly, my advice is to follow your dream! Don’t feel the need to take over somebody else’s problem office because starting cold is too difficult. Create something unique, a place that patients want to go, rather than a place they reluctantly need to go. Create an experience that makes people want to come back.


What was the first major milestone you celebrated?
Adding a fourth doctor day per week. It was wonderful to spend another day in my practice rather than working for somebody else. 
Have you already had to break up with a patient/customer or vendor?
We have unfortunately had to drop a few vendors. The beauty of ownership is we can choose to work with brands that complement us and our mission, to grow together.
Would you have done anything differently?
I would make design changes for our next office. A doctor who owns a large chain once told me that you always like your first office the least, but each one after gets a little better.
How long did it take until you felt like you were gonna make it?
It’s still day by day, even though we are turning a profit. The days with 16 patients make me feel like the king of the world, while slow days make me feel like tomorrow is never going to come. I don’t think I’ll feel like it’s completely under control for a couple more years.
Do you ever feel like you’ve made a terrible mistake?
What do you do to help overcome doubt?
Wake up happy every day and excited to go do my dream job at my dream office!

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Cover Stories

How to Keep Your Inventory Ultra-Fresh With an Aggressive Dog-Dumping Strategy

Noteworthy ways some ECPs have found to move their moldiest inventory.




Woof … You may have loved a particular frame or collection but that was no guarantee your customers would. So, how do you offload the bad picks, the misfires, the ones that silver-tongued sales rep talked you into ordering? … Return to sender? Massive discount? Strip them for parts? Here are some of the more interesting ways your ECP peers dispose of their dogs.


When it comes to clearing out unsold frames, returning them is probably the most common option, but many ECPs fail to factor in the expense. As Annette Prevaux at The Visionary in Allen Park, MI, points out, “There is an expense to return frames and it is passed on to the practice… I am surprised at how little is really taught about frame buying and the cost of returns.”

Most ECPs will be familiar with options such as standing discounts (a “junk drawer”), periodic clearances, value packages and the tried-and-true BOGO (buy one, get one free), or offering a special price without warranty. Remember that offering stock as freebies or incentives tends to work best with lower-cost frames. Jocelyn Mylott at D’Ambrosio Eye Care in Lancaster, MA packages stock lenses with discounted frames to sell them off. “We use these frames to fill the board space for all the vendor back orders as we board manage,” she says. Smart move, as it fills in unsightly holes in your board and gets eyes back on this malingering product.

Accepting insurance creates additional possibilities. MK Vision Center in Forest Hills, NY, uses unsold stock as insurance-covered frames. Explains Kaleena Ma: “We usually try to sell through our unsold inventory by using them as insurance frames for the plans that give allowances for the frame.”

When it comes to using sales and discounts to clear inventory, the Vend retailing blog suggests keeping the following in mind: Try to turn sales into periodic events with a few “bells and whistles” so you’re creating new customers or building loyalty. Always use sales as a way to gather customer information, and remember to mix in a few good sellers as loss leaders.


Where some see dogs, others see gold. Dr. Selina McGee of Precision Vision in Edmond, OK, dares you to “Mark it up — way up. That way everything else looks less expensive and it’s very exclusive. If you sell one, then you cover more of your investment.” (Our hunch is this would work best with luxury frames that aren’t moving.) Doreen Erbe at Snyder Eye Group in Ship Bottom, NJ, urges you to “Make that collection into a really cool display. Everyone will think the frames are new.” This is good advice; re-merchandising can breathe surprising new life into old stock.


Nikki Griffin, owner of EyeStyles Optical and Boutique in Oakdale, MN, offers this memorable advice: “Dogs become the ‘steak-dinner frame.’ If you sell that puppy I will buy you a steak dinner.” Interestingly, food also seems to be the prime motivator for hungry sales staff at EyeShop Optical Center in Lewis Center, OH, where, explains owner Dr. Cynthia Sayers, “If a staff member sells that dud I buy them lunch.”


Your unsold merchandise can be a force for good. Lions Club is renowned for its eyeglass-recycling programs Charitable donations entitle you to a tax write-off. For a detailed “how-to” of donating stock to charity, of “Gifts in Kind,” check out the column Gary C. Smith, president and CEO of the National Association for the Exchange of Industrial Resources, wrote for INVISION in December 2017:


Their proximity to the Mexican border gives Carrera Optical in McQueeney, TX an interesting option: selling unsold frames to opticals in south Texas that see large numbers of patients from Mexico. These customers are looking for a level of quality they believe can only be found in the U.S. Says BJ Chambers, “We sell multiple frames to several shops; sometimes these opticals are on credit hold to the frame manufacturer and cannot purchase directly.”
Some vendors will buy back any competitors’ frames that aren’t selling. Europa will pay you to take back another vendors’ frames, provided you have or set up an account with them. Dr. Zachary Dirks at St. Peter and Belle Plaine Eyecare Centers, Saint Peter, MN, reports: “We have some reps we have good relationships with that will exchange product for theirs.”

And here’s a channel right under your nose you might not have thought about. Julie Uram at Optical Oasis in Jupiter, FL on occasion gives unsold frames to a friend who puts them on eBay. Remember that using online marketplaces can be time consuming, as you’ll likely have to set up pages and jump through some other hoops.


Those in the therapy niche take note: Dr. Pauline Buck at Behavioral and Developmental Optometrists in Miami, FL turns non-sellers into loaners that therapy patients can take home temporarily. “Concussion patients may often benefit from yoked prism base lenses. By … creating glasses in bases up, down, left or right — as well as a few base-in for individuals with convergence insufficiency — I can rent or loan them out.” Patients sign an agreement; if the glasses are not returned, Buck bills them the full price.


Of course, you should always be monitoring inventory, but it’s important not to let your reps slack: “Keeping the frame rep responsible for shipping the top sellers in each frame line is one way to make sure the dogs never get dumped in the office,” counsels Leisa Lauer at Dr. H Michael Shack in Newport Beach, FL.

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