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Evaluating Sublease Opportunities: Key Questions Every Optometrist Should Ask

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Selecting the right sublease location is a critical business decision that can significantly impact your income, patient mix, and long-term professional satisfaction. Each sublease opportunity is unique—some are turnkey operations, others are newly developed locations, and some come with an established patient base. Understanding what to evaluate and which questions to ask can help you make an informed and strategic decision.

When gathering information, it is important to speak with multiple stakeholders, including recruiters, regional managers, and store managers. Answers may vary depending on the source, so asking the same questions of each party—on separate occasions—can help verify accuracy. If a previous doctor practiced at the location, speaking directly with them can provide valuable insight and help avoid unexpected challenges.

Finally, remember that most lease terms are negotiable. A thorough evaluation upfront can protect your practice and position you for sustainable growth.

Operational Structure and Clinical Autonomy

  1. How are appointments scheduled, and what is the standard appointment length?
  2. What expectations exist regarding walk-in patients?
  3. Will you have autonomy to practice according to your preferred model, such as medical optometry, vision therapy, or contact lenses?
  4. What level of administrative and clinical support is provided by the staff?

Staff Experience and Responsibilities

  1. How long has the staff been employed at the location? Staff longevity often reflects stability, engagement, and operational efficiency.
  2. What responsibilities does the staff handle for your practice, including appointment scheduling, pre-testing, insurance verification, and authorization processing?

Financial Terms and Lease Considerations

  1. What is included in the rent (equipment, staffing, calibration, office supplies, etc.)?
  2. What is the current rent, and are increases expected in future years? Be aware that basing rent on a percentage of doctor income is illegal in some states.
  3. For newer or lower-volume locations, is there flexibility to adjust days or hours based on patient demand and seasonal trends?
  4. What restrictive covenant applies to the location, and what is the geographic radius? These terms are often negotiable and can significantly affect future practice options.
  5. What are the termination provisions for both parties, including required notice periods and lease duration?

Historical Performance and Patient Retention

  1. If another optometrist previously practiced at the location, why did they leave, and what was their weekly schedule?
  2. Were patient records retained at the location or transferred elsewhere? If patients followed the departing doctor, this may impact initial patient volume and serve as a negotiating point for rent or hours.
  3. What were the gross optical sales for the location over the past year? Doctor revenue often approximates 22% of optical sales, though this varies based on insurance mix and medical services offered.
  4. What percentage of sales come from outside prescriptions, indicating the strength of local marketing efforts?
  5. What proportion of patients are new, self-pay, or vision plan participants? A healthy, growing location typically sees 25–40% new patients.

Volume Expectations and Growth Potential

  1. Are patient volume reports available for the prior optometrist or projected volumes for new locations? A sustainable schedule typically supports 8–12 patients per day before expanding days or hours.
  2. For new locations, recognize that building a patient base often takes up to three years. Confirm whether your contract allows you to practice at additional locations during this period.
  3. Are you permitted to sell products within your office? Product sales can contribute up to 20% of gross revenue and may offer additional growth opportunities.

Competitive Landscape and Strategic Planning

  1. Does the lease include a split-lease provision allowing another doctor to practice on days you are not present? This arrangement should be reviewed carefully to ensure it aligns with your long-term goals.
  2. What is the competitive density in the area, including private practices within five miles and corporate opticals within ten miles? Understanding competitor schedules can help you strategically select hours and days that maximize patient access.
  3. Can the optical guarantee a minimum number of patients per week?

Final Thoughts

A sublease can be an excellent opportunity to build or expand your practice—but only when approached with a clear understanding of the operational, financial, and competitive factors involved. Asking the right questions and negotiating thoughtfully can help ensure that the opportunity aligns with your professional goals and sets the foundation for long-term success.

Double Standards in Optometry

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Optometry has evolved to include multiple career pathways: private practice, corporate optometry, industry, telemedicine, academic settings, and hybrid models. All play an important role in serving diverse patient populations. Yet, despite this diversity, a persistent double standard still exists in how corporate optometry is perceived within our industry.

Different Labels, Same Profession

Private practice has long been framed—starting as early as optometry school—as the gold standard for autonomy, prestige, and ethical care. Corporate optometry, by contrast, is often viewed through a more critical lens, frequently by ODs who have never worked in that setting and by industry professionals who are out of touch with how the landscape has evolved.

Over the years, corporate ODs have been labeled as non–decision-makers. How is this different from an employed OD in a private practice?

Both settings are staffed by licensed optometrists bound by the same regulatory requirements and commitment to patient care. The primary difference lies in the business model. Yet judgment often follows the practice setting rather than the quality of care delivered. Corporate optometry is frequently described as “refraction mills” or as providing “no medical care.” However, many private practices also offer limited medical services and rely heavily on refraction and optical sales. Many see patients every 15 minutes because they need to because of high expenses, modality doesn’t dictate this but rising costs, lower patient volume, decreasing reimbursements and increase in online sales.

Data show that only 4% of optometrists treat glaucoma in the U.S., and only 15% prescribe any therapeutic drops. Industry efforts to expand medical optometry have largely focused on private practitioners, yet adoption remains limited.

Pharmaceutical representatives often avoid corporate locations due to the assumption that corporate ODs do not practice medical optometry. In some cases, corporate opticals do restrict on-site access for reps, but this creates an opportunity for off-site collaboration and education rather than exclusion.

Similarly, it would be valuable to examine how many ODs prescribe contact lenses. Based on patient volume alone, corporate optometrists likely fit a high number of standard contact lenses, yet they are often excluded from conversations with contact lens companies unless corporate leadership initiates those relationships.

Scrutiny Without Parity

Corporate optometrists are regularly required to defend their career choices in ways private practitioners are not. They are questioned about patient volume, clinical decision-making, and loyalty to the profession. Meanwhile, private practices operating under production incentives, optical sales pressure, or external financing are rarely held to the same level of scrutiny.

Voice and Representation

Another double standard emerges in representation. Corporate optometry now accounts for nearly 50% of optometry jobs. Many ODs prefer employment over ownership, and some corporate organizations offer long-term career stability and growth.

Despite this, corporate optometry is often discussed on industry panels, in articles, and across social media, while corporate ODs themselves are underrepresented in leading those discussions. In one instance, an OD invited to speak at a statewide dinner was instructed by a sales representative not to disclose where they worked.

If nearly half of the profession works within corporate or private equity–backed settings, why do we see so few corporate ODs serving on advisory boards, committees, or shaping conversations about the future of the profession?

Selection for these roles should be based on experience, expertise, and clinical involvement—not influenced by outside or corporate interests.

Professional Identity and Credibility

Corporate optometry is often perceived as a temporary stop for ODs, despite many choosing it as a long-term or preferred career path. Leadership roles, committee appointments, and industry awards continue to favor private practice owners, reinforcing the idea that professional credibility is tied to ownership rather than contribution.

The Cost of the Double Standard

These perceptions have created division within the profession. Optometry cannot afford to undermine its own members.

There are numerous external forces already impacting the profession. While some corporate organizations support optometry better than others, it is unfair to group all corporate entities together—just as not all private practices deliver the same quality of care or uphold the same ethical standards.

Private practice has also contributed to industry challenges, including overvalued practices, excessive sales multiples, and the early adoption of vision plans that ultimately harmed reimbursement across the profession.

Disruptive technologies have emerged in response to patient demand and, in some cases, the profession’s inability to adapt to a changing landscape.

Moving Toward Equity

Addressing these double standards requires intentional change:

  • Equal representation of corporate and private ODs in leadership and industry conversations
  • Selection of ODs at decision-making tables based on merit and experience, not corporate influence

The future of optometry depends on unity, not hierarchy. Private practice and corporate optometry are parallel paths within the same profession. Patients will continue to choose the care model that best fits their needs. As optometrists, our shared mission remains the same: to care for patients.

To move forward, we need more authentic conversations, stronger advocacy, and a more inclusive professional community.

Fitting Specialty Lenses in Corporate Optometry

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Fitting specialty lenses, such as scleral lenses, in corporate optometry offices presents a unique set of challenges and opportunities. While these lenses offer immense value to patients with complex vision needs, the logistics of offering them in a corporate setting can raise questions about feasibility, profitability, and professional autonomy. Here’s a closer look at the factors influencing the fitting of specialty lenses in corporate optometry offices, along with insights from industry professionals.

Offering Specialty Lenses: The Corporate Setting Dilemma

Some optometrists working in corporate settings express concern about whether they can offer specialty lenses like sclerals to their patients. While the corporate structure may not facilitate insurance-based billing for specialty lenses, there is no barrier to offering them as a private-pay service.

The corporate environment may feel restrictive, but that the location of practice should not limit an optometrist’s ability to offer advanced care. Optometrists should be able to fit specialty lenses no matter where they practice. Many corporate optometrists have implemented sclerals in their practices and expressed hope that other sublease owners can share their experiences of success within corporate settings.

The Profitability of Specialty Lenses

One of the key advantages of offering scleral lenses is the potential profitability, particularly when they are offered on a self-pay basis. Specialty lenses like sclerals are often not fully covered by insurance, making a cash-pay option appealing for optometrists. Offering these services privately allows optometrists to charge what they are worth! Cash-pay basis approach allows optometrists to bypass insurance complications and ensure they are fairly compensated for the specialized care they provide.

Market Demand and Competition

When considering offering specialty lenses in a corporate setting, it is essential to understand the market demand. Optometrists need to assess whether there is a patient population in their area that would benefit from scleral lenses and whether there is competition from other practitioners fitting these lenses.

It is important to differentiate between patients who would benefit from scleral lenses and those who truly need them. Understanding the exact demand in the local market is critical to ensuring the success of a specialty lens service in any setting.

Navigating Corporate Logistics

One of the more practical concerns of offering specialty lenses in a corporate optometry office is navigating corporate policies and logistics. For instance, how do you plan to order sclerals in a a corporate setting? Do you have to set up your own account? What if you are not allowed to sell contacts at your sublease? Having it in your contract clearly laid out is very important.

For optometrists in corporate environments, it may be necessary to seek written approval from the corporation. Having a clear understanding of corporate policies around specialty lenses can help avoid complications down the road.

Overcoming Insurance Barriers

Insurance challenges are another common issue for optometrists offering specialty lenses in corporate settings.

This sentiment is shared by others who feel that corporate optometrists are sometimes limited by insurance structures.

Conclusion

Fitting specialty lenses in corporate optometry offices is not without its challenges, but it is entirely possible. With careful consideration of private-pay options, profitability, market demand, and corporate logistics, optometrists can successfully offer scleral lenses and other specialty lenses in a corporate setting. By charging fair prices and navigating corporate hurdles, optometrists can provide high-quality care to patients who need it most, regardless of the practice environment.

When Advocates Turn Silent: Addressing Criticism and Rebuilding Trust with ODs in Corporate Optometry

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In the Corporate Optometry Facebook group, many ODs share authentic insights about their experiences, serving as a genuine bridge between corporate optometry and the OD community. This authenticity stands in stark contrast to ODs who were instructed to join and post scripted messages—something the community easily recognizes as fake. When your most passionate advocates aren’t supported in return, it becomes clear that actions speak louder than words. When ODs who once advocated for how great the organization was now begin to criticize the company in online threads, it’s time to take a closer look at what’s happening. Often, these ODs will post anonymously in the group, highlighting issues and when it is not regional but national it’s a major red flag.

Why has this become such a common trend across corporate opticals? Why are ODs who go above and beyond always asked to do more, and it is never enough? Whereas the OD who does the minimum gets promoted or gets additional subleases? Why are loyal ODs who have built up their local offices often compensated less than a new graduate? Being overlooked can cause advocates to go silent.

Over the years, many ODs have voiced their frustration about being disrespected by store managers and regional managers, with their complaints often falling on deaf ears. ODs are being labeled as complainers and difficult to work with. Feedback is the only way to improve your OD turnover. ODs have expressed satisfaction in this setting when being respected and letting them do their job.

So, what can corporate opticals do to address these issues?

  1. Foster open communication pathways with leadership beyond local representatives.
  2. Implement an anonymous feedback channel for ODs to rate store managers and regional managers.
  3. Offer OD development training to engage and support ODs who want to grow within the organization.
  4. Create a culture of belonging and transparency that encourages ODs to feel invested in the organization.
  5. Lead by example: If leadership wants ODs to work Saturdays, they should also be available or present on those days. Trust is built through open communication and working side by side.
  6. Avoid labeling ODs based on store or regional manager narratives.
  7. Stop making excuses when it comes to rewarding ODs—there are always ways to show appreciation for both employed and sublease ODs.
  8. Train leadership on accountability and emotional intelligence.
  9. Stop recycling executives from one company to another—leadership styles that worked at one company may not be effective elsewhere. Outdated tactics and approaches often fall short.

Analyzing Profitability in a 4-Day-a-Week Sublease.

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A few years ago a member of the Corporate Optometry Facebook group asked other ODs about the possibility of profitability seeing 6-7 patients a day. Subleasing an optometry practice for four days with a patient base of six to seven per day presents several key concerns. The practice, although not new, has experienced rapid turnover of doctors, with new practitioners staying only for about 1–2 years before moving on. This raises significant red flags regarding its profitability, stability, and potential for long-term success. Let’s break down the factors that affect the practice’s profitability based on community insights.

Patient Volume and Revenue

One of the most critical issues with this sublease opportunity is the low patient volume—averaging six to seven patients per day, primarily relying on vision plans. Lets break down the numbers, estimating that each patient brings in around $40 per exam (average vision plan reimbursement) With a daily patient count of 6.5 on average, that amounts to approximately $260 per day. If you add in two contact lens fittings at $50 each, the daily gross revenue rises to about $360. After factoring in expenses such as rent, utilities, and staff, the net profit for the day is projected to be $250-$300 at most. One OD claimed she was going to net 70k a year working 4 days, much less than working as an employed OD.

This low margin of profitability suggests that the practice, as it currently stands, is not an attractive business opportunity. If the practice were indeed profitable, there would likely not be such frequent doctor turnover.

Turnover of Doctors: A Red Flag

Frequent doctor turnover is another factor that calls into question the practice’s viability. If doctors are cycling through the practice every 1–2 years, it may indicate underlying issues such as unsatisfactory working conditions, lack of patient growth, or an inability to achieve profitability. High turnover often suggests that practitioners find the practice unsustainable in the long term. Unappealing financial conditions, could be a serious red flag for anyone considering the sublease.

Potential for Growth

While the current figures do not seem promising, there are some potential avenues for growth if the right changes are made. Reaching out to previous ODs and staff to understand what issues plagued the practice. This could provide valuable insights into whether the practice is salvageable or not. Giving more hours does not bring in more patients. Having the right hours for your patient demographics is essential. ODs should not lose money in a corporate sublease. ODs should see 10 patients a day to add more hours. Seeing 28 patients a week is a 2.5-3 day OD coverage.

It could be argued that if there is a motivated doctor in place, with a good support system and effective marketing, the business could grow. For example, expanding services beyond just vision plans to include Aetna, BCBS, or Medicare insurance options could increase revenue. Additionally, examining the population demographics and competition in the area would provide a clearer picture of whether there is potential to increase patient volume.

Strategic Considerations for Profitability

To improve the odds of profitability, several experts suggest limiting the number of sublease days at the start and scaling up only if necessary. Negotiating for two-day or three day coverage to start, with the potential to increase if patient numbers grow. Taking a cautious approach, working three days instead of four and supplementing income with another part-time job. Both suggest using the first year to gather data and re-evaluate the sublease terms at renewal.

Conclusion: Is It Worth the Investment?

Given the low patient volume, reliance on vision plans, and high doctor turnover, the sublease opportunity presents more risks than rewards in its current form. The financial return is minimal, and without significant changes to patient acquisition strategies, insurance plan offerings, and overall business operations, the practice may continue to struggle. While there may be potential to grow the practice with the right effort and strategic investments, the practice does not seem to be immediately profitable. A cautious, data-driven approach with limited commitment in terms of sublease days is recommended for anyone considering this opportunity.

Exploring Anonymous Posts: Insights into the Eye Care Industry

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In the eye care industry, anonymity might be utilized to facilitate open and honest discussions about sensitive topics. This approach could be particularly beneficial in situations where individuals feel uncomfortable or embarrassed discussing certain issues openly.

Anonymous postings emerged within the Corporate Optometry Facebook group prior to Facebook implementing this feature. It provided optometrists with a platform to ask questions they hesitated to post openly. Individuals would privately message the admin, who would then share the question on their behalf. The members of the group placed their trust in the admin, who remained loyal to their commitment to anonymity, even in the face of pressure from larger entities. True leaders demonstrate integrity by refusing to disclose sensitive information when subjected to high-pressure tactics.

With time, this concept gained traction within the eye care community, prompting other groups to adopt it. It fostered a culture of trust and authenticity, contributing to the growth of the Facebook group. Optometrists relied on the group admin to share sensitive content and seek guidance on topics ranging from employers and contracts to medical case.

The trend gained even more momentum when Facebook introduced the option to post anonymously directly in all groups, facilitating its widespread adoption. It’s now a common practice across many groups and has become standard in social media posting. This shift has encouraged people to express themselves more freely without fear of reprisal. While this concept isn’t new, similar platforms like Indeed and Glassdoor have long allowed former employees to anonymously review their jobs.

Anonymous posting carries potential disadvantages, especially if individuals misuse their anonymity for personal gain or to spread false information, or to launch attacks on others. The authenticity that has fostered growth within the Corporate Optometry Facebook group is crucial; members can discern between genuine and fabricated posts. Mishandled anonymous posting can tarnish a brand’s reputation if not executed with care and integrity.This approach allows individuals to share valuable insights and information without the pressure of being identified or scrutinized. It can potentially shed light on issues and help bring attention to them very quickly and create accountability.

I’m pleased that others adopted my approach to anonymous social posts. It’s gratifying to see how it has positively impacted our industry. It’s a reminder that one person’s idea can lead to significant changes in behavior and practices within a community. Absolutely, with the power to influence comes the responsibility to use it wisely and authentically. While anonymous social posts can be a powerful tool for fostering open dialogue and positive change, it’s crucial to consider the potential consequences of posting for personal gains. Maintaining authenticity and integrity in our interactions, even in anonymous forums, is essential to preserving trust and credibility within the Corporate Optometry community.

Overall, anonymous posts in the eye care industry can foster a sense of community, support, and education while respecting individuals’ privacy and comfort levels. It has broken down barriers to communication and empower individuals to speak up about important issues. Giving optometrists a voice to change our industry.

Clarity Unveiled: The Transformative Power of Transparency

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In a recent survey within the corporate optometry sector revealed that 98% of Optometrists expressed dissatisfaction with the transparency level regarding decision-making in corporate optometry. Given the recent industry-wide changes in the corporate sector, numerous Optometrists are turning to the Corporate Optometry Facebook group for updates and the latest information about their respective companies. Optometrists deserve receiving information directly from the company rather than relying on social media for updates.

Over the years, transparency has become increasingly crucial in corporate optometry. Factors such as acquisitions to store closures have impacted many ODs. The expansion of telemedicine, and AI have made notable changes in our industry. In the current recession, marked by high uncertainty, optometrists face reduced lay offs, reduced hours, decreased bonuses, and salaries.

Leadership changes, especially when executives transition to entirely different industries, pose challenges for building lasting business relationships. To ensure long-term success, accountability must extend across the board.

Optometrists seek quality partnerships with in high trustworthiness, recognizing that transparency is the building blocks maintaining trust in professional relationships. In an era marked by low optometrist retention and high turnover, effective communication becomes vital to reduce uncertainty and anxiety among optometrists. ODs involvement in major decisions fosters engagement, ultimately contributing to increased revenue for both the store and the company. ODs want to part of something, help build something greater than just their career. Involve them in discusses, listen to feedback. Decisions made should take into account OD’s careers as well.

There are many metrics on how individuals are tracked by performance, yet being transparent and ethic is not one of those. Many decisions that are made are to benefit an individual. Leaders within organizations need to understand that their decisions many times impact many ODs, families, an entire industry and patient care. If transparency was measured, you would find that many ODs follow and value individuals that might not be a decision maker but a person that is trustworthy and transparent. The moral can change when decisions are made in a collaborative method and open communication on initiatives.

Transparency in corporate decision-making is crucial for creating a positive work environment, maintaining trust, and ensuring the success and growth of both the optometry practice and the careers of individual optometrists. Open communication builds a foundation for better results and higher OD retention and better patient outcomes. Ultimately, the impact of transparency extends beyond just disclosures, it shapes a culture of accountability and collaboration that strengthens any organization. Image an industry with no hidden agendas and the future is as clear as 20/20.

5 Qualities You Need to Be a Successful Optopreneur

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Have you been thinking about starting your own optometry business? Building a business from the ground up and running it successfully is no easy feat. As is with every type of industry these days, the competition is intense.

But no obstacle is too big to deter a true entrepreneur from his or her chosen path. You may already have an entrepreneurial spirit. But even if you don’t, it’s possible to develop the qualities of a successful entrepreneur with practice.

1. Do What Others Won’t

Coming up with an idea and sticking with it is the most definitive trait of an entrepreneur. A successful entrepreneur goes with what clicks their mind rather than blindly following other’s opinions and acting on someone’s ideas. You shouldn’t waste your time and energy overthinking matters to the point that taking even the first step becomes too much of a task.

What you need to do is collect your thoughts in a way that allows you to come up with a productive plan for implementing your idea.

2. Say Yes to all opportunities

Being an entrepreneur demands being confident and believing in your skills and abilities. Having confidence in yourself gives you the strength to deal with the hardships that may come up in your way from time to time. True entrepreneurs readily accept every opportunity that comes their way because ‘no’ is not an option for them.

You must learn to be self-sufficient and self-reliant as well.

3. Don’t Let Anyone Put You Down

Entrepreneurs are met with all kinds of opinions and advice, including the helpful as well as the not-so-helpful one. Your friends and family members can particularly have a strong influence on how you perceive the feasibility of your plan. Listen to people who genuinely support you. And meanwhile, ignore and isolate yourself from the environment where you feel negativity towards your business. People may talk you into stay in your comfort zone and avoiding going into unchartered waters. As a true entrepreneur, remember to stay firm on your beliefs and not let anyone put you or your ideas down.

4. Stay Strong and Positive

You have to be fearless to be successful. If you don’t succeed at first, keep trying until you do. Remember that failure is not defined by incurring few losses but only when you stop struggling to achieve the goal that you initially set for yourself. Your so-called mistakes are actually a learning opportunity as they can teach you a lot about where to start from and what not to do the second time. Entrepreneurs stay focused on their goals and never give up as they know that great things happen by doing hard work.

5. Stand Up for What You Believe

When entrepreneurs introduce an idea or launch a startup, there’s always a chance that someone or the other will oppose them. A smart entrepreneur respects the freedom of speech but at the same time knows how to stand up and defend his or her ideas. It’s good to learn the art of how to disagree without being disrespectful to others, while maintaining one’s dignity at the same time.

Reflect on your work attitude and aptitude. You may already have the qualities of a successful entrepreneur but might not have realized it yet. If you can master these skills as an optometrist, rest assured that the world is your oyster.

CO Analytics: 73% of ODs are involved in the optical.

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One misconception in the industry is that Corporate ODs aren’t involved in the optical. A recent survey illustrates that 73% of ODs are meeting with optical managers to collaborate on company initiatives and their sublease needs.To increase optical sales, the optical manager can collaborate with the Optometrist. Corporate ODs prescribe lenses from the exam chair. Corporate ODs are decision-makers in our industry.  Whether the collaborations are daily or once a month, bridging the gap between the optical and the OD side of the business is vital. Historically, the better the communication between the two the better both businesses operate and generate higher revenue.

When it comes to the OD/optical staff meeting there are several important topics that are discussed. Some topics include exam business, # of exams, # of cancellations, # of walkins and OD coverage. Those topics coordinate with the optical sales. Optical business metrics are discussed and both parties look to partner to accomplish the goals that they have for the month and for the year.

Here are some topics for ODs to discuss with their optical managers about their subleases.

  1. Your Financial Performance: . Discuss revenue, profitability, cash flow, and the volume of managed care in your practice. Analyze previous month to date exam count and financial statements.
  2. Market Analysis: Evaluate the optical’s position in the industry. What is their acquisition cost per patient, growth in new customers, and competition in with 10 mile radius.
  3. Sales and Marketing: Review the effectiveness of sales and marketing strategies. Discuss the performance of various marketing channels, advertising campaigns, and sales efforts. Explore customer acquisition and retention strategies and analyze their impact on the bottom line.
  4. Efficiency: Assess how your sublease and optical can work efficiently to see walkins and increase patient volume during the hours of operation that you have. General rule is each day of coverage you are providing you are supposed to see 10-12 patients a day. Do not add days to the week until you are booked consistently.
  5. Customer Satisfaction: Examine customer satisfaction levels and feedback. Discuss strategies to enhance customer experience in order to increase patient retention. Many opticals have a NPS system.
  6. Outlook and Strategy: Discuss your objectives with the sublease and what you are looking to do in the future. This could be taking on a new sublease, expanding to hiring an associate, adding new equipment etc. . Identify areas for improvement, ask for feedback from optical.

CO Analytics: 27% of ODs worked Memorial Day

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One common misconception in corporate optometry is that ODs work most holidays. A recent survey in the Corporate Optometry Facebook Group, asked if ODs were working on Memorial Day. 216 Corporate ODs responded to the survey. 27% of ODs worked memorial day, many were employed ODs. 73% of ODs decided to take the day off.. The ODs that were sublease and worked were usually at Lenscrafters or Visionworks, which are usually in a mall setting and hours are determined by the mall hours of operation.