This Eye Doc’s Having Second Thoughts About Investing in Remote Exams

“HEY LOVE,” DR. O’REILLY approached his wife. “I know we talked about this earlier, but I finally took time to do the research and get some numbers.”

Kelly, his wife, perked up. “Is this about getting you some help so you don’t have to keep working 70-hour weeks?”

“I’m at my breaking point … the practice is too.” Dr. O’Reilly conceded, “We have to expand and the only way we can is with another doctor. There aren’t enough hours in the day for me to see all the patients and run the business.”

“I agree. Fortunately your current office has the space you need to grow.” Kelly asked, “Still no leads on an associate?”

Defeated, Dr. O’Reilly replied, “Close to nothing. I can’t believe we’ve had this position open for nearly a year. We’ve exhausted every opportunity for job postings, contracted a recruiter, and have been commenting with links to the ad in threads on social media and forums.”

Kelly added, “So… what did the research uncover — what’s the bottom line?”

“What you’d think is the hard part is actually easy.” Dr. O’Reilly continued, “Most of the equipment we have is compatible with software remote exam companies use — making the cost to get started low.”

“That’s great,” Kelly exclaimed. “So no new loans?”

Dr. O’Reilly responded, “Nope! Of course there will be expenses for the remote doctor and a monthly fee for the services, but if we expand our hours or fit in a few more exams than our current schedule allows, we will immediately be covering those, and more, and I will have more free time.”

“I know it was a lot of work to get all of that information, but it sounds like a no-brainer.” Kelly raised her eyebrows, “Why are you hesitating?”

“The staff and the patients,” Dr. O’Reilly said. “The patients mostly — our rural community isn’t high-tech and I am concerned they will see this as impersonal and ‘cold’. There are no providers in town that perform telehealth visits — I don’t know that I want to be the first.”

“I didn’t think about that.” Kelly added, “That is important — maybe the company has some tips that could help. Why the concern about the staff?”

Dr. O’Reilly responded, “When we moved to EHR, not only did every staff member nearly have a nervous meltdown for almost a year, but it put so much stress on Linda in billing — I honestly worried she would have a heart attack.”

“Dear.” Kelly consoled her husband, “While I understand your empathy for your staff, it’s their job to do their job. No job stays the same forever, it has to evolve.”

Lori E.
Citrus Heights, CA

I would see if the company has a trial and ask patients when they schedule if they are willing to be part of this new service to see if some will agree to it; that would cut down on the doctor’s hours while testing it out. If they do not have a trial period, then text or email the patients or post a social media poll and see how the community responds and go with the majority.

Rick R.
Girard, PA

First off, Dr. O’Reilly has been fishing for a year with no bites. So it’s not like he hasn’t tried to fill the position in a conventional fashion. Sit down with the staff and ask for alternative solutions — so no one has a real reason to complain. He should ‘bite the bullet’ and venture forward. We have a small office in a small town and the solution to ‘I don’t want to be the first’ would be to introduce this to your younger or youngest patients, so we could experiment and feel our way around the pros and cons. If Dr. O’Reilly can’t find an associate OD, then I can’t think of any other solutions for eye exams. He’s caught between a rock and 70 hours a week.