If you’re an early-career optometrist feeling drained by endless back-to-back appointments, relentless KPIs, and the pressure to push retail sales, you’re not alone. Many optometrists start their careers in corporate settings, only to find themselves burned out and questioning whether this is what they signed up for.
Dr. Robert Seiler, an industry veteran, knows this reality all too well. After years in the corporate world, he walked away—trading high patient volumes and sales targets for true clinical freedom and financial independence as an independent practice owner. In this interview, he shares his journey, the challenges of corporate optometry, and why ownership might be the escape route you’re looking for.
If you’ve ever wondered whether there’s a better way to build your career, keep reading— the following interview conversation could change everything.
Q1. Robert, what inspired you to pursue optometry?
I have to go back to when I had just turned 17 and was admitted to a Bachelor of Science degree at University of Adelaide. I was one of the youngest students at university and at that age I would guess that many students are not really sure of what career they want to pursue. All I could come up with was to be a marine biologist because of a program on TV about Jacques Cousteau who travelled the world on a boat called Calypso. I grew up by the sea and was fascinated by sharks so it sounded pretty cool.
In my first year of the course I was snorkelling near Kangaroo Island where all the seal colonies are. I was around 200 meters from shore in crystal clear water when a huge white pointer showed up. Fortunately it was just curious and kept circling me for around 5 minutes while I slowly made my way back to the shallows, keeping an eye on it the whole time.
Once I got to shore I had a meltdown and swore I’d never go into the water again. So that was the end of my pursuit of a career as a marine biologist. I decided to continue the science degree while I thought about other options such as dentistry or medicine but since I’d lost interest in the subjects I was doing my results were not good enough to be admitted so I wasted 4 years of study with no employment prospects at the end.
After a year of casual work and feeling lost, by chance I bumped into an old school friend who had studied optometry. I had no idea what that was but after some investigation it sounded interesting and I could also do the 4 year degree at UNSW in 3 years because of my science degree. I applied and was accepted and went to live on campus in Sydney for 3 years.
Since I could see a goal at the end of my study and because I felt it was my last chance to become a health professional, I was extremely motivated to succeed and as a result I achieved extremely high exam grades, was awarded a prize for best performance in Clinical Optometry, and was given a scholarship from one of the largest optometry group practices in Australia.
Q2. How has the optometry industry evolved since you first started? What key trends or changes have you witnessed?
When I first entered the profession, ownership of optometry practices was only permitted by optometrists and so the interests of the practice were closely aligned to eye health and patient care. In 1992 in South Australia the ownership of optometry practices was deregulated such that anyone could own an optometry practice and of course, in my view, that’s when the profession took a turn for the worst. Enter large dispensing groups and international conglomerates who saw the opportunity to control the profession and start buying independent practices from owner optometrists.
Obviously their interests are aligned with corporate profits, shareholder dividends, KPI’s and volume. Just like a wolf in sheep’s clothing, although they may try to disguise their true interests by marketing themselves as optometrists, they are really large retail chains. They even call themselves “stores” instead of “practices” and the majority of their marketing revolves around discounts, two for ones, frame brands etc.
When I tell people I’m an optometrist they usually say “so you sell glasses” and call the practice a “shop”. I’m not sure why anyone would now consider becoming an optometrist, study for 4 to 7 years, graduate with an enormous HECS loan and be viewed as a shop or store owner who sells glasses.
Another negative trend has been the decline in optometrist salaries. When I first graduated in 1979, I paid in full for a house in a prestigious suburb with the equivalent of my annual salary. Sure… house prices have gone up but optometrist salaries relatively speaking have dropped dramatically, mainly due to corporate optometry needing franchisees and employees to grow their businesses. Graduate optometry salaries used to be second highest after dentistry when I graduated. Now there are so many more universities, funded in part by large corporate dispensing groups, pumping out optometry graduates and consequently optometrist salaries are below that of most tradespeople.
A positive trend has been the advancements in technology such as OCT and the lower financial barrier to entry. Also the entry of optometry into Medicare and subsequently allowing optometrists to set their own fees and charge for additional procedures not included in Medicare.
Strangely enough, as an independent practice owner, I have found one of the main advantages of the increased number of corporate practices has been the large numbers of new patients to my practice who are dissatisfied with their service and products. My previous independent practice as well as my current practice were and are surrounded by large corporate groups and we have never been so busy.
In my own practice I consult for 3 days from 10am to 4pm, do 45 minute appointments and I’m booked up a week in advance. My income is also roughly triple an employed optometrist so as far as I’m concerned, practice ownership is the only way to go.
Q3. How do the challenges for optometrists in today’s corporate eye care environment compare to those of practitioners running independent practices?
One of the major personal challenges which I experienced myself during my time in the corporate environment was burnout which resulted in taking 3 years out of the profession to recover. The mental stress and anxiety from 20 minute appointments and seeing sometimes over 20 patients a day was ultimately unbearable.
Some of the causes of burnout include appointment times that are too short, retail pressures regarding frame sales, unrealistic KPI’s, infrequent breaks, repetitive tasks, frequent changes in working location, feeling overwhelmed, lack of professional acknowledgement, job satisfaction and poor financial compensation. Most of these are associated with working in a corporate optometry environment whereas in my own independent practice I have none of these factors.
Sure, you have to make an income from frame and lens sales but I have no pressure with regard to KPI’s, two for ones, 15-20 minute appointments (I do 45 minute appointments), patient volume etc.
Another challenge is job security. With so many more optometry graduates looking for employment they can easily be replaced by another optometrist willing to be sent to an undesirable location or wanting less remuneration. There is even talk of yet another optometry school opening in northern Queensland, increasing the number of graduates even more.
In my own practice I consult for 3 days from 10am to 4pm, do 45 minute appointments and I’m booked up a week in advance. My income is also roughly triple an employed optometrist so as far as I’m concerned, practice ownership is the only way to go.
– Dr. Robert Seiler
Q4. What personal obstacles did you need to overcome in order to open an independent eye care practice ?
The biggest obstacle to overcome if you have never owned a practice is lack of confidence. To be honest, it’s not as difficult as you would imagine if you purchase an established practice with good systems, capable staff, a responsive database and a record of profitability.
On a personal level, I had to overcome the fear and anxiety caused by the burnout I had experienced while working in a corporate practice. I thought I would never be able to practice optometry again but these feelings quickly disappeared once I settled into an environment where I had total control of appointment times and working hours.
Q5. What benefits have you enjoyed in doing so?
A significant benefit is the fact that as a business owner, you are in control of all aspects of running the practice and in addition, when you eventually retire, you own a significant asset which contributes to your superannuation. In contrast, employed optometrists are helping to build someone else’s business and have nothing to show for it at the end of their career.
Also, if at some stage of your career you want to work less hours you can employ another optometrist and still receive an income from the practice. In addition, you have job security and can’t be replaced by a younger, lesser paid optometrist.
There are also many legal tax advantages of owning your own practice which are best discussed with your accountant.
The intangible benefits are a very relaxed working environment, ample time to spend with each patient and not feeling rushed, knowing all my patients by their first names, forming long lasting relationships, being able to choose the equipment I like to use, practicing within the specialties I prefer, and taking time off when I want.
Q6. What are the advantages of buying an established eye care practice versus starting from scratch?
I’ve done both and it’s definitely much easier buying an established practice.
Buying an established optometry practice offers several advantages compared to starting one from scratch:
Acquiring an existing practice provides immediate revenue generation due to an established patient base, and initial operating costs. Many new practices take up to six months to generate positive cash flow and may not provide a salary for the first year.
Many established practices have experienced staff and support personnel familiar with workflows and patient needs, which reduces recruitment and onboarding costs.
Established practices have a built-in reputation in the community, a loyal patient base, and performance metrics to help assess the practice’s potential success. These attributes can be difficult to build from scratch.
Brokers can help ensure that the business valuation reflects the practice’s true worth, considering factors such as patient base, equipment, revenue streams, and market competition. They also have networks to connect buyers and sellers and provide negotiation and contract support.
Buyers can leverage existing patient relationships and brand recognition, ensuring a smoother transition and continued business success.
Before making a decision some of the challenges are deciding whether the desired location is in a good area, the equipment isn’t outdated, the practice isn’t overstaffed, and doesn’t have poor collection practices. You also need to assess the local competition, lease agreements and furnishings.
PRACTITIONER SURVEY
Q7. What business and marketing skills are essential for running a successful independent practice, and what advice would you offer to those looking to develop these skills?
A good understanding of cash flow, budgeting, pricing strategies, appointment scheduling, inventory management, and patient record-keeping. You need to provide excellent patient care in order to foster long-term patient relationships and enhance retention and word-of-mouth referrals.
Hiring, training, and managing staff effectively is important in order to maintain high service standards, and ensuring adherence to healthcare regulations, insurance policies, and business laws.
With regard to marketing skills, creating a strong brand identity and unique value proposition is necessary to differentiate yourself from competitors. It’s also important to use social media, SEO, and content marketing to attract and retain patients. You could also participate in local events, offer promotions, and partner with other businesses to increase visibility.
You will need to know how to encourage positive reviews and handle customer feedback effectively as well as implement email campaigns, reminders, and loyalty programs to maintain patient engagement.
In order to develop these skills you could rely on guidance from the original owner of the practice you’re purchasing, take online courses, attend workshops, or pursue an MBA for a strong foundation in business and marketing.
You can join professional organizations eg Optometry Australia and Provision, and seek advice from experienced optometrists. You could work in different optometry practices to understand various business models if you’re considering starting your own practice from scratch, and stay up to date with industry trends. Also a good idea to regularly analyze business performance, seek patient feedback, and adapt to market changes.
Q8. From your observations, what are the most common mistakes new practice owners make, and how can they be avoided?
One of the most common mistakes would be undercapitalisation. You may think you’ve done all your due diligence and financial planning but it’s very important to have a financial buffer for the inevitable expenses you didn’t plan for.
Another critical mistake is trying to compete with corporate practices. It ends up being a race to the bottom. Rather than imitating what they are doing you must identify all the different ways to differentiate yourself from them. If they are large you should be small and more like a boutique. If they are cheap and nasty you need to be expensive. If their business model is high volume and low margins you need to be low volume and high margins ie have longer appointments and don’t apologise for having high quality expensive frames… there is always a market at the high end. While their patients see a different optometrist every time and none of the staff know patients by their name, you need to be their family optometrist and address everyone by their first name.
Another common mistake is buying or opening a new practice in the wrong area. If you intend to be upmarket and not bulk bill then don’t open in an area with a low income demographic.
On the subject of bulk billing, you are devaluing your service by doing it essentially for free so give your patients enough time to feel they are being listened to, provide a comprehensive examination, and charge appropriately. If people feel they are getting value they will pay the small gap.
Finally, always make sure you hire competent friendly staff. If you don’t they can destroy your practice.
Q9. What advice would you give to someone in the early stages of their optometry career?
Don’t automatically be seduced into working in corporate optometry. It can destroy your enthusiasm for the profession and cause burnout by forcing you to do short consultations, having to meet KPI’s, high patient volumes, and branding you as someone who just sells glasses. If you want to discover more about the downside of corporate optometry then check out this survey…
The best advice I can give to an optometrist in the early stages of their career is to not be afraid of buying your own practice. Especially if the current owner optometrist is willing to mentor you and hold your hand during the first few months. If you don’t have adequate finances then partner with one of your colleagues and purchase the practice together.
If there is only one consulting room or the practice can only support one optometrist then take it in turns to do locum work ie while one is working in the practice the other can be supplementing the practice income from outside consulting. Once you build up some equity in the practice you could then consider opening or purchasing another practice and share the workload. This also makes it easy to take holidays as there will always be one of you available for consultations.
Q10. If someone is interested in owning a practice like yours, what are the next steps they should take to connect with you and explore this opportunity?
If anyone is interested in owning their own independent practice which has been established for around 40 years, has a track record of consistent profitability, has a digital database of 10,000 active patients, is located in a wealthy demographic within a local vibrant retail environment, is equipped with the latest technology, and has recently been refurbished, then contact me (Rob Seiler) on 0458 090 066 or email at [email protected] You can also find me on Linkedin at https://www.linkedin.com/in/robert-seiler-6581b422/
More About Robert
Dr. Robert Seiler is the owner of OptoMED, an independent optometry practice in Norwood, South Australia. His practice prioritizes personalized eye care over high-volume retail sales. Dr. Seiler provides comprehensive eye exams using state-of-the-art diagnostic technology to detect and manage eye diseases early.
RESOURCE: Optometry Australia report into “Working Conditions of Employed Optometrists: A Workforce Survey“.
