Sublease and associate opportunities available.

At Bailey Nelson, we believe in eyecare without trade-offs. Since launching in Canada 3.5 years ago, we’ve grown to 28 stores across Canada and will expand to more than 50 locations over the next 3 years.

We have sublease opportunities available for Optometrists who are passionate about eyecare and are driven to succeed. We also have part-time and associate positions available.

Optometrists who sublease with us with us can feel good about their patients coming into a warm and welcoming environment, staffed with friendly, down-to-earth people, who sell high quality glasses at fair prices.

When you work with Bailey Nelson, you get:

Financial benefits without the risks and headaches of private practice.
Keep 100% of the exam fees and spend your time focusing on your patients with little financial risk. Our team takes care of filling the appointment books (marketing), reception and pre-testing.

Incredible growth potential
Historically, fee revenue for Bailey Nelson optometrists grows between 25%- 30% per year.

The support you need to succeed
Your sublease is all-inclusive (optometry & pre-test equipment, online booking system, EMR, retinal camera, and staff support).

We’re actively recruiting for cities in B.C. (Kelowna, Vancouver and the Lower Mainland) and Ontario, and are expanding across the country.

If you like the idea of delivering excellent patient care, building your career, having a support network around you in a growing business then come and join us at Bailey Nelson.

For a confidential, no-obligation discussion contact me on +1 (236) 412-9911 or at laurie.lesser@baileynelson.com

Laurie Lesser, O.D
Eyecare Director Bailey Nelson Canada /UK

Quick Profile Information on Bailey Nelson.

This post is sponsored by Bailey Nelson Canada.

 


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Tax Burden

Roxanne Arnal, Optometrist and Certified Financial Planner© has made her article available in audio format.

Click the play button below to listen.

 

Dr. Roxanne Arnal, CFP®

The Canadian Tax system is one of the most complicated in the world, so it’s no surprise that several tax terms used may feel unfamiliar and confusing to you.

We’ll start with some of the basics of personal taxation, more specifically tax rates. Personal tax rates in Canada are banded which means you will pay a different percentage of tax on different amounts of your income dollars. Let’s break it down –

Federal Marginal Tax Rates (Federal MTR)

At the time of writing, the federal tax rate on your first $49,020 of taxable income is 15% which means for every $1 of income you earn, you pay 15 cents in federal tax (excluding deductions but we’ll get there!). Band two (income between $49,021-$98,040) increases to 20.5% tax rate which means you will pay an extra 5.5 cents per dollar earned in tax! At the highest level of federal tax every dollar amount earned over $216,512 is taxed at 33%.

Provincial Marginal Tax Rate (Provincial MTR)

This works much the same as the federal MTR, but many provinces and territories in Canada use different income cut offs. For example, if you earned $100,000 depending on your province this would place you in the 11.16% MTR for Ontario, the 10.00% MTR for Alberta, and a whopping 17.5% MRT for Nova Scotia. Curious based on your existing income level? Here’s a super handy chart (LINK MACKENZIE Form)

Combined Marginal Tax Rate (Combined MTR)

Based on the above example, if you earn $100,000 while living in Ontario, your combined marginal tax rate would be 37.16%.

Average Tax Rate (ATR)

This describes the overall average amount of tax you pay. Because of banding and in recognition that higher dollars are subject to higher amounts of taxation, your average tax rate will be less than your MTR. What’s your ATR on $100,000 of earned income? Hold tight, we’re getting there.

Deductions

To make this just a little more confusing, there is also a myriad of tax credits and deductions. These too can be very different federally, and by each province. The basic personal exemption that applies to nearly every tax paying Canadian, for 2021, means you won’t pay any federal tax on the first $13,808 you earn and you won’t pay Ontario provincial tax on the first $10,880. But remember, I said “nearly”. There are exceptions to most of the rules. Federally, the basic personal exemption is subject to a gradual reduction for those earning over $151,978, until it reaches only $12,421 at an income level of $216,511. And then there are different rules provincially. See what I mean by complicated!

An Ontario Example

For illustrative purposes, we are going to assume you earn $100,000 of employment income in Ontario. This table illustrates the actual tax rates from both the federal and Ontario Governments and total tax dollars that apply to each band.

At $100,000 of income, your combined MTR is 37.16% while your average tax rate is 22.8%, or $22,798/$100,000.

A Few Other Notes

There are a large number of federal and provincial tax credits and personal deductions that may apply to you and I encourage you to become at least somewhat familiar with them. Some of the more common ones include: childcare expenses, RRSP deductions, disability tax credits, professional dues deductions, moving expenses, charitable donations, the list goes on and on. You can find these easily on government websites and are not included in our above example.

Why Does it Matter

Knowing your MTR is key to understanding how best to strategize your investments (for example your TFSA, RRSP and non-registered savings contributions), amongst other financial planning components to help support your overall wealth creation and minimize taxation. MTR is used to describe how much income tax you are going to pay on your next dollar of taxable income.

Understanding your ATR will help you plan your cash flow. As per the above example, after income taxes, you have $77,201.35 to spend on your debt repayment, housing, savings, expenses and entertainment.

Have more questions than answers? Educating you is just one piece of being your personal CFO that I offer. Call or email today to start your plan.

These articles are for information purposes only and are not a replacement for personal financial planning. Everyone’s circumstances and needs are different. The values provided here are subject to change and should not be construed as fact. Errors and Omissions exempt.

Federal Link: All deductions, credits, and expenses – Personal income tax – Canada.ca

ROXANNE ARNAL,

Optometrist and Certified Financial Planner

Roxanne Arnal graduated from UW School of Optometry in 1995 and is a past-president of the Alberta Association of Optometrists (AAO) and the Canadian Association of Optometry Students (CAOS).  She subsequently built a thriving optometric practice in rural Alberta.

Roxanne took the decision in  2012 to leave optometry and become a financial planning professional.  She now focuses on providing services to Optometrists with a plan to parlay her unique expertise to help optometric practices and their families across the country meet their goals through astute financial planning and decision making.

Roxanne splits EWO podcast hosting duties with Dr. Glen Chiasson.


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NewOptometrist.ca puts the spotlight on Zero to Five Pathfinders

By Jaclyn Chang, OD

Dr. Yehia Jadayel talks about his journey to becoming an optometrist, his current work situation, and a bit about himself!

Jaclyn: Can you tell our audience about your background and why you went into optometry?

Yehia: In high school, I thought about going into engineering but my family’s full of engineers, so I wanted to try something different. Since I was pretty good at science, I looked at going into the healthcare field.

I went to the University of Ottawa for Biomedical Sciences. I didn’t know I wanted to be an optometrist until my second or third year of university, because I was originally interested in med school and was just looking at my options in general. I also looked into other healthcare professions, but there wasn’t anything else that really excited me.

Optometry is cool because it combines physics (optics) with healthcare and there’s also a business aspect. I talked with a few people, did some research, and decided to apply for optometry school. It was kind of late into my third year and there was a deadline to apply.

Reading week was coming up and I planned on finding an optometrist to shadow during that week. Then, I ended up getting really sick and wasn’t able to shadow anyone.

While I was back in school after reading week, I must have gone to so many different clinics. Some of them agreed to let me shadow and then cancelled the day of. I was turned down so many times and I was running out of time. I really needed a letter of recommendation as well.

My grandfather’s optometrist, Dr. Fred Campbell, gave me my last chance. I showed up at his office really late at night. It was still open and I told him I was an undergraduate student looking to apply for optometry and really needed to shadow. He agreed instantly and even let me pick the date to come in.

Dr. Campbell helped me out a lot and made things easy for me. I think it’s funny how that worked out because if it wasn’t for that, I would have run out of time. I applied to Waterloo Optometry, and I got in.

I’m glad it worked out because being an optometrist is a great job and I enjoy it. I’m very patient care-centered, so I like doing my very best for patients.

Jaclyn: I know that you worked in New Brunswick right after graduation and recently moved back to Ottawa. How did the job search in Ottawa go?

Yehia: There were a lot of positions available. I interviewed at four locations really quickly. I had already been talking to a few locations when I was in New Brunswick, getting ready to come back to Ontario. When I got back to Ottawa, I sent my job application to a few more clinics and they got back to me quickly as well.

I talked to and saw a few locations. I was mostly offered fill‑in days. There was only one location that wanted full-time and it was still between two opticals. The interviews went well – I think as an optometrist you’re interviewing them as much as they’re interviewing you.

When I was looking for a job, I didn’t have anything particular in mind, so I was able to keep my options open and see what private practice vs. opticals had to offer. For that reason, it was relatively easy and people were eager to fill their days.

Jaclyn: Where are you working now and how are you liking it?

Yehia: I’m working in two locations right now. They’re both opticals and there’s a few differences compared to when I was working in the full scope practice in New Brunswick, but I’m enjoying it.

I knew if I worked in an optical, I’d potentially have less equipment. I’m missing Optomaps and OCT, so there isn’t as much testing and analysis. The patients here in Ottawa are also a bit healthier on average; there was an older demographic where I worked in New Brunswick.

Jaclyn: Let’s talk a little bit more about you. What do you do in your free time?

Yehia: Well, that’s changed a lot during COVID. I like hanging out with family and playing video games or outside.

There was a lot of good fishing where I was in New Brunswick. I used to love fishing all the time. Sometimes the doctors would also take me out snowmobiling with them, so that was a lot of fun.

Jaclyn: What’s your favorite movie?

Yehia: Independence Day is one of my favorite movies. And the Batman movies, the recent ones with Christian Bale. I also really like documentaries.

Jaclyn: What’s your favorite food?

Yehia: Miramichi was the small town I worked in in New Brunswick, so we didn’t have a huge variety of cuisine – it was a lot of pizza, burgers, and hotdogs. Whenever I went back to Ottawa, I needed to go to three places: a shawarma place, a sushi place and Popeye’s Fried Chicken. Those are my favorite. Plus, mom’s cooking right now.

Jaclyn: When was the last time you laughed?

Yehia: [Laughter] Right now. Talking to you.

Jaclyn: What would you do if you won ten million dollars?

Yehia: I’d buy a really nice house. I’d buy my mom something really nice. Then I’d save or invest the rest and think about what I want as I get older.

Jaclyn: If you had a time machine, what year would you travel to and why?

Yehia: I love history. I want to go back to multiple periods in time and see how things were back
in the day. There’s only so much you can learn from documentaries and reading about
history, so it would be amazing to actually be there.

If I could travel forward in time, I would like to see how far technology is going to take us in the future.

Jaclyn: Thanks so much for your time Yehia – it was great to learn more about you!


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Entrepreneurship is about opening to new ideas and opportunities, and engaging in different ways to act on them. As entrepreneurs in the eyecare profession, we must be open to new opportunities but more importantly recognize those opportunities.

We all have the capabilities to coming up with ideas, but we must learn on how to turn these ideas into valuable revenue generating opportunity. Over the course of my current program, MBA in healthcare management, I have learned different strategies to generate new ideas and how to turn them into opportunity.

Here are seven main strategies for idea generation:

  1. Analytical:
    Analytical strategies involve thinking about a problem and breaking it up into parts and looking at it in a general way.
  2. Search:
    Search strategies involve the use of a stimulus to retrieve memories in order to make connections and links based on your personal experiences.
  3. Imagination:
    Imagination-based strategies, as the name suggests, involve creating unrealistic fantasies or states to generate novel “out-there” ideas.
  4. Habit-breaking:
    Habit-breaking strategies is a technique that helps us break out of mental fixedness in order to bring about creative ideas. An example is to think about the opposite of something you believe.
  5. Relationship-seeking:
    Relationship strategies are a key strategy especially of those in healthcare, as it involves making links between concepts and ideas that are normally not associated with each other.
  6. Development strategies:
    Development strategies involve enhancing or modifying or building upon an existing idea and creating alternative and newer possibilities for it.
  7. Interpersonal:
    Interpersonal strategies involve a group building and generating new ideas on each other’s concepts (as might typically be accomplished in a “Brain Storming” session.

Turning Ideas into Opportunity.

Once armed with the knowledge of how to  generate ideas, we must understand and learn how to identify an opportunity within those ideas. It has been shows that entrepreneurs who demonstrate alertness, prior knowledge and pattern recognition are best able to find opportunities.

#1: Be Alert
As an entrepreneur, you have to be alert to opportunities. This means that entrepreneurs are not rationally and systemically searching for their environment but in fact become alert to the existing opportunities through their day-to-day activities. This is essential to eyecare professional as we should learn our environment, our field, and scope and be alert to spot something new, and different.

Always have access to more information by being actively in touch with organizations about new products or developments and take risks.

#2: Leverage Prior Knowledge
Prior knowledge is also essential when it comes to recognizing an opportunity. Prior knowledge is the information you gained from general work and life experience. We must constantly apply this to different aspects to find opportunities. Studies show that entrepreneurs with knowledge of industry and market and those with broad networks are usually better able to recognize opportunities.

#3: Recognize Patterns
Pattern recognition is the ability to identify connections between unrelated ideas, and events. In various studies entrepreneurs have reported that prior knowledge is used to make connections about unrelated events and trends have helped them identify new opportunities.

The Power of Networking

Entrepreneurship is all about working together, collaboration, taking action with limited resources and navigating uncertainty. This is done better when you have a strong network.

Studies have shown that building new connections with people, we are able to achieve more than if we would have acted individually. By networking, we build social capital which is our own personal social networks with people who are willing to cooperate, exchange information and build a trusting relationship with you.

As eyecare professionals, there are multiple places we can network both in-person and virtual and these include, CE events, Optometry’s meetings, the Academy meeting, meetings with contact lens/products representative events, Facebook optometry/eyecare groups, social media in general, email groups such as the Canadian Optometry Group and many more.

Virtual networking has been on the rise with methods such as twitter, LinkedIn, Facebook, Instagram, and YouTube. There are multiple pages include fellow Optometry influencers, media publications, and even pages for organizations that you can follow and potentially connect with. Relationships are key to the success of businesses and networks provide essential information, diverse skillset, and power to entrepreneurs to not just start but also grow their business.

In conclusion, it can be said entrepreneurship is about finding an opportunity from many ideas and then successfully implementing it with discipline. But to do so you need strong connections and great networking skills. As eyecare professional we must continue to grow our field, network with each other, and explore different ideas and turn them into opportunities.

References

  1. Neck, H. M., Neck, C. P., & Murray, E. L. (2021). Entrepreneurship: the practice and mindset. SAGE Publications Ltd.

MOHIT ADLAKHA, OD

Dr. Mohit Adlakha graduated with Biological Sciences (Honours) from University of Ontario Institute of Technology and then went on to earn his Doctor of Optometry from MCPHS University. He is currently pursuing his MBA in healthcare management from MCPHS University and practicing as an Optometrist here in Toronto.

Dr. Adlakha grew up in Toronto and in his free time he enjoys watching movies and playing sports.


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Eye Care Business Canada and NewOptometrist.ca have announced the meeting dates for a three-part series, “Changing Landscapes: Opportunities & Options for Canadian ECPs”.

The three-event series will start on Monday October 25th (7:30 PM Eastern) and will run on three consecutive weeks  i.e. Monday, November 1st  and Monday, November 8th.

The series will debut Eye Care Business Canada’s platform for digital events and feature  industry thought leaders from Canada’s leading eye care organizations, each contributing their perspectives to important topics of relevance to optometrists and optical professionals in the current, always changing, environment.

The event series will be moderated by Roxanne Arnal, OD and Certified Financial Planner, bringing an informed and unique perspective to the events.

Technology Drives Change

The first event (October 25th)  will  delve into the key technology factors expected to impact the future of professional practice in the near term. Tele-optometry, impact of omni-channel selling and remote face trace technology enabling touchless ophthalmic lens dispensing are among the factors to be discussed.

Whether or not professions embrace emerging technologies or avoid them, there is no denying technology’s potential game changing role in both the clinical and commercial side of practice.

Follow up Events: Buying & Selling and Career Paths

Has COVID changed the valuations of eye care practices?

Industry experts will provide perspectives on the current state of play in the Canadian practice acquisition market.

Current owners and astute prospective owners seeking opportunity will hear from and meet first-hand through the virtual platform in the second event Monday, November 1.

Career options and opportunities or both young and experienced ODs have never been greater as new organizations offering unique business models enter the market and established entities respond to the changing environment.

Career Pathfinders: Making Smart Career Choices is the topic of the third event on Monday, November 8th.

Event registration is now open. Click Here for Details. 

PREMIER SPONSORS

PARTNER & FRIEND SPONSORS

 

Limited Premium, Partner and Friend sponsorships are still available.

For organizations wishing to sponsor a virtual table at any of the events, please contact

Admin@vuepoint.ca for further information.

Event Details:

Changing Landscapes Webinar: Technology Drivers of Change

Changing Landscapes Webinar: Selling & Buying a Practice

Changing Landscapes Webinar: Career Pathfinders: Making Choices


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Roxanne Arnal, Optometrist and Certified Financial Planner© has made her article available in audio format.

Click the play button below to listen.

Dr. Roxanne Arnal, CFP®

The age-old question for corporation owners. Do I take salary or dividends?

First off, congratulations – you are earning enough money in your corporation to pay yourself! If you started your business cold, this is a day to celebrate. If you are fortunate enough to have sufficient profits to support your lifestyle, you are now asking one of the most common tax questions.

And the answer…it depends.

RRSP Contribution Room

The tax deferral benefit of a Registered Retirement Savings Plan is greatest when you expect to be in a lower tax bracket in retirement than the one you are currently in. This isn’t an easy calculation, because you also have to remember that retirement income is not all taxable, and actually, some forms of retirement income can have a greater negative effect than others [think Old Age Security (OAS) Clawback]. And, we really don’t know what the tax rates will be like in the future.

In order to deposit to an RRSP and defer taxation, you need to create RRSP contribution room. RRSP contribution room is created through earned income. Dividends and capital gain sources of revenue are NOT earned income and therefore do not create RRSP contribution room.

There is also an annual cap on the amount of new contribution room you can create in any one year. For 2021, this cap is $27,830, which corresponds to earned income of $154,611.

If you take dividends however, you will not create any RRSP contribution room. And, for good tax and retirement planning, I don’t recommend an all or nothing strategy for any client.

CPP Contributions

The Canada Pension Plan forms part of the basic framework of the Canadian retiree social system. It is designed, along with OAS, to provide Seniors with a base living allowance. I typically use this base as the safety net for my retirees. Everyone, even my super high net worth clients, like having a safety net.

CPP won’t likely make up a large part of your retirement income, but the program also has disability benefits that kick in for those that suffer severe and long-term disabilities preventing gainful employment. An additional top up to your personal income replacement plan.

Salaried income is subject to CPP contributions. For self-employed individuals, you are essentially paying both the employer and employee portions. For 2021, this rate is 5.45% for each side, for a total of 9.9%. I know this sounds like a nearly 10% additional tax hit, but there is a cap on this amount. For salary earned above $61,600, no further CPP contributions are required. Hence, for a salary at the RRSP contribution maximum, CPP accounts for just over 4%.

 Ideal Split

In all reality, most clients benefit from a split between salary and dividend income from their corporations. Finding the right balance between excess lifestyle withdrawals for additional investing vs corporate investing needs to be reviewed on an ongoing basis.

Where lifestyle needs exceed the after-tax income created from an RRSP contribution maximum, $154,611, then I always recommend you pull the excess as dividends.

Let’s look at an example

Say you need $10,000 a month of spendable cash to cover off your mortgage, student loan payments, property taxes, utilities, groceries, and a little fun.

In Summary

There are several factors to consider on a salary or dividend split for those owning professional corporations. Part of it involves a conversation around your goals and retirement dreams. As a family CFO, I review all aspects of these decisions with my clients and work toward creating plans that meet your desires today and your dreams tomorrow.

This article should not be construed as personal financial advice.

ROXANNE ARNAL,

Optometrist and Certified Financial Planner

Roxanne Arnal graduated from UW School of Optometry in 1995 and is a past-president of the Alberta Association of Optometrists (AAO) and the Canadian Association of Optometry Students (CAOS).  She subsequently built a thriving optometric practice in rural Alberta.

Roxanne took the decision in  2012 to leave optometry and become a financial planning professional.  She now focuses on providing services to Optometrists with a plan to parlay her unique expertise to help optometric practices and their families across the country meet their goals through astute financial planning and decision making.

Roxanne splits EWO podcast hosting duties with Dr. Glen Chiasson.


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The Eye Recommend (“Co-op”) Board of Directors has undertaken an extensive review of the Co-op’s organizational and leadership structure to accurately assess and diligently prepare for the future success of the organization.

The board is now commencing a Chief Executive Officer (CEO) search and has made the following developments to realign the cooperative’s organizational structure.

Lee Raffey, CFA, MBA, CPA (CMA), has accepted the role of Interim CEO (previously VP Finance and Administration) as the search for the next CEO commences.

This position will continue to develop and foster the management of overall resources, operations and provide the necessary support to ensure the organization remains financially successful during this time.

Lee has over 10 years of management, financial, and Executive experience with small and medium sized businesses.

He will work with the Board of Directors to advance the strategic plan and to build upon the members continued success.

Shenif Kassam has been promoted to the position of Chief Operating Officer (COO), adding the strategic oversight of member services (Coaching, Training, Events and Marketing) to his portfolio and continues to manage and expand all vendor partner relationships.

Over the last 5 years, Shenif has worked diligently with our vendor partners and internal resources to enhance strategic partnerships, member experiences and programs.

Eye Recommend will continue to offer exceptional coaching, training, marketing, and event programs, placing a high value on these services for members.

The organization is dedicated to providing timely communication, enhanced business support, and strong financial support to help members continue to offer personalized, comprehensive eye care and strategize for their future growth.

It is the intention to optimize member value with the organization through innovation and by enhancing and increasing accessibility to existing programs and services.

The Eye Recommend leadership team is working to build a solid roadmap for continued success in order to provide members with the utmost value and to continue growing independent optometry across Canada.

Click HERE for the press release.

This post is sponsored by Eye Recommend.


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Caveat-Emptor-Buyer Beware

Recently, I had the privilege of delivering a webinar for buyers. I invited 3 owners to join me so that they could share their wisdom with the audience. It was a jam-packed hour of information and conversation about the market, the value of practices, buying during COVID and of course, the reality of ownership.

Many buyers that I speak to are concerned about a myriad of things – practice values, finding the perfect office, understanding goodwill and the great fear of potentially paying too much. That was the impetus for doing such a webinar.

The key takeaways from the session were:

  1.  Have a business plan – as a young banker, I will admit, that I did ask these of buyers because it was a financing requirement. Deep down, I believed that one doctor was buying from another doctor so what else could possibly be required?Fast forward to today. Boy, was I wrong! Age and experience have certainly opened my eyes. The choice a buyer has is to either stay as an employee/associate or become an owner. However simply buying and entering ownership is not a plan. A buyer needs to look at a potential office to purchase and see how many of the boxes are ticked.If a practice meets 70% of what someone is looking for, then this is something worth considering.A business plan will address how the new owner plans to increase revenue, what marketing/social media plans can be implemented, what services and procedures can be added etc. After all, the goal should be to purchase with the intention of improving not maintaining the status quo. However, keeping things as is, is also okay.
  2.  Practice values are not going down. If a buyer is waiting for the market to cool off, unfortunately that is going to be a long wait. In the last 13 years alone, practice values have never gone down. If you are able to purchase a practice below the appraised value, then likely there was a good reason for this.Certainly however, the norm is that buyers are paying the appraised value or higher. Therefore, if one truly wants to own a practice, this thought must be put aside. Now, I am not saying to rush into any purchase, however, if a buyer is waiting for prices to decrease, it will be a very long wait.
  3. Age of equipment or the facility. An older practice will not have the polish or sparkle that a brand new one will. However, when one is buying an old, more established clinic, the true value is in the patient base/goodwill.While the equipment and facilities may be older, this is still what is being used to generate the revenue reported in the appraisal. And more importantly, those coming for treatment are perfectly happy.For example, 2 clinics can both be appraised at $1,500,000. Clinic #1 is 4 years old with state-of-the-art equipment and generating approximately $500,000. Clinic #2 is 20 years old billing $1,000,000 with existing equipment. Which one should a purchaser buy? I know I would go for #2 because equipment can be replaced as well as a new coat of paint to freshen the place up. While it might not be the perfect clinic for the buyer, it is perfectly fine for those who visit the office for treatment. Office #2 has one huge advantage – established patients which produce strong cash flow.After all, cash flow is king (or queen) and definitely pays the expenses, the loan, and the owner.

The best advice we can offer, which was echoed by our panel of experts, is to find something that meets most of your requirements (level of revenue, location, well-trained staff). Then you can take over, expand/improve so it can be perfect for you.

If you wish to listen/watch our webinar, feel free to visit our website, www.roicorp.com or use the following link, https://vimeo.com/582924776/dd272694b8

Jackie Joachim, COO ROI Corp

JACKIE JOACHIM

Jackie has 30 years of experience in the industry as a former banker and now the Chief Operating Officer of ROI Corporation. Please contact her at Jackie.joachim@roicorp.com or 1-844-764-2020.


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Cambridge, Massachusetts, 3 August 2021 – PlenOptika, Inc., creator of QuickSee™, the world’s most accurate handheld autorefractor, has been recognized as a Stage II “START” winner by MassVentures, a venture capital firm that helps transfer research and early-stage innovations into technology businesses and jobs in Massachusetts.

Last year, PlenOptika was one of 10 Stage I winners in the START program. From this group, PlenOptika was selected as one of the five “most promising” and named Stage II winners for 2021. The winning companies receive grants and other valuable support.

“PlenOptika is grateful for the recognition of our technology and its value to people here and around the globe,” said Shivang Dave, PhD, CEO and Co-founder of PlenOptika. “We are honored to be among a select cohort of companies that have had significant local and worldwide impact.” Past MassVentures awardees include such household names and industry giants as Genzyme, iRobot, Zipcar, Keurig, and many more.

The Mass Ventures START program helps deep tech startups convert their Small Business Innovation and Small Business Technology Transfer research (SBIR/STTR) into businesses and jobs in Massachusetts. Over 10 years, $28.2 million has been granted to 95 companies that have gone on to raise more than $2.5 billion and employ more than 3,000 people in the Commonwealth.

“START plugs the gaps in federal grant programs by providing the critical business development funding that early-stage tech companies like PlenOptika need to move from zero to commercialization,” said Charlie Hipwood, CEO and president, MassVentures. “With its mission and sound strategy for growth, PlenOptika has a lot to offer to Massachusetts’ innovation economy.”

QuickSee is rapidly becoming an essential tool to address the challenge of uncorrected refractive error, a matter of major global concern, including wealthy nations. A report published by The Lancet in February 2021 estimated that over 1 billion people worldwide had distance-or near-vision impairment, resulting in at least $410 billion in productivity loss annually. Poor vision tremendously impacts quality of life, education, and workforce opportunities. This is the challenge PlenOptika set out to solve.

A new paper recently published by Ophthalmology found that eyeglasses made from QuickSee handheld autorefractor measurements were accepted equally to those made from subjective refraction measurements. The findings indicate QuickSee could be used to radically expand access to eyeglasses in low resource settings, where there are insufficient professionals and clinical equipment to meet the demand for accurate prescriptions.

This is just the most recent of several peer-reviewed papers that document the unique value of QuickSee technology in a wide variety of eyecare settings.

“Recognition and support from MassVentures comes at a critical time for PlenOptika,” said Dave. “With their help, we are advancing our business to achieve impact on the scale of their remarkable alumni.”

About PlenOptika

PlenOptika designs and produces tools to help vision professionals perform their best care anywhere. Inspired to solve the global burden of poor vision, we developed QuickSee™, the world’s most accurate handheld autorefractor. Vision professionals and NGOs have used QuickSee on over 3 million patients in more than 45 countries to transform their lives with clear vision.

You can find our press release of the news at https://plenoptika.com/massventures


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Transition

The time has come to sell and hand over the reigns to a new owner. Truly an exciting time but also one fraught with apprehension, nervousness and perhaps a bit of regret.

When an owner makes the decision to sell and continues to work for any period post close, one knows life must be different. But can the vendor accept the changes?

The Emotional Challenge of Selling
Regardless of the reason for the sale, every vendor believes he or she has poured their heart and soul into establishing, building, and maintaining the practice. After all, by the time the clinic sells, years of developing relationships, assembling a good team, creating a brand, and achieving success, are the reasons someone is willing to buy the practice.

But this is where the challenge starts. Handing control over to a new owner after holding this position for many years, often 25 plus years, is no easy feat.

The vendor must be prepared to accept change. New owners will have a new management style, will want to make changes, and will most definitely make their own share of mistakes. Vendors must be prepared to stand by and watch without interfering.

Good Intentions Notwithstanding… Reality Sets In
In the simplest terms, a practice transition is an event or transaction that results in a change in the effective ownership of the clinic.

Transition is all about the existing owner taking a back seat in the clinic while allowing a new owner to shine. And expectation, transition means the vendor will focus on putting the new owner in the best position possible by supporting the team that was once the vendor’s as well as the plans of the new owner.

Transitions are not easy, and they often come with a myriad of finite details. Most vendors hope for synergies between themselves and the buyer. They initially welcome the new energy to the practice. Everyone starts off with the greatest of intentions.

The vendor says they will support the new owner in any possible way and reassures the buyer that the office is now theirs. They are welcome to do as they see fit. The buyer has tremendous respect for the previous owner.

They want to ensure the vendor is happy and assures them their presence is welcome for as long as they wish to be there. But then reality sets in very quickly. Previous owners feel that the new owner is making many mistakes and of course, the new owner is not happy that the prior owner is “stuck” in his/her ways. And so, the dance begins!

Prepare for Change
The best piece of advice we give to vendors is to expect and prepare for change. When they sign the listing agreement, we warn them that the time post close is not going to be easy. Eventually, it can be quite harmonious but like any relationship, finding the synergy and sweet spot of co-existence takes time.

If both parties are truly patient and willing to work at it (just like a marriage), then a mutually beneficial relationship can certainly be the result. A vendor needs to remember that a purchaser now has a significant loan that requires repayment. The new owner may make choices or decisions that are not what the previous owner would make, but that is to be expected. A purchaser also needs to remember that change is never easy.

If you want a vendor to stay, the most important thing is open communication. Deliver messages directly to the vendor, not through staff.

The most successful relationships in life are based on both parties taking the time to share their thoughts, and concerns while also doing their utmost to truly listen to the other person. Strong communication does not take place by accident; planning, idea sharing, and discussions must be scheduled and practiced.

Bottom line
A successful transition does not simply happen. It takes work, patience, and mutual understanding. If both the vendor and the purchaser are willing to have open dialogue and accept that change is inevitable then the success rate increases.

Jackie Joachim, COO ROI Corp

JACKIE JOACHIM

Jackie has 30 years of experience in the industry as a former banker and now the Chief Operating Officer of ROI Corporation. Please contact her at Jackie.joachim@roicorp.com or 1-844-764-2020.


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