Often, it’s the little things that reveal the bigger picture. The ability to recall a patient’s name, knowing key business numbers off the top of your head, or picking up the phone to resolve an issue. While these aren’t prerequisites, time and again, it’s the little behaviours – these small acts of attentiveness and precision – that often separate a good practice from a truly exceptional one.
I’ve spent 20 years working with independent practices across Australia and even in some international markets, and one thing is clear: independents can absolutely survive – and thrive – in today’s market. But survival isn’t automatic. The very best practices understand that success comes from combining patient-centric care with sharp business acumen. They take advantage of their adaptability, the uninhibited access to innovation, and an ability to invest into the practice over the long term.
But above all, the patient experience comes first. Bringing it back to the patient in every decision is where independents really shine. Spending the time patients need, tailoring their options, and creating experiences that other optometry business models can’t replicate. I’ve seen practices where staff know their patients so well that they can look at a new frame and immediately think, “That would suit Betty perfectly”, or, “John has been looking for something like this”. That level of personalised service builds loyalty and creates a patient experience that feels truly bespoke.
The human element extends to follow-ups, too. A lot of practices rely on letters or automated texts for recalls, but I’ve noticed that when recall rates fall below 10%, then it might be time for a rethink – a personal phone call can make all the difference. If the optometrist, head dispenser, or practice manager calls a patient directly, the appointment book fills quickly. That personal touch reminds patients they’re valued, and it reinforces the trust they have in the practice.
High community engagement is another factor in high performing practices. Whether it’s running the water bottles at a local sports club, supporting schools and teachers with vision education, or simply being present at community events, this visibility strengthens relationships and keeps the practice top-of-mind. Even small gestures, like encouraging parents to bring in their husband or children (tip: listed on their Medicare card) for eye checks, build long-term loyalty and demonstrate genuine care.
Staffing is just as critical. Some of the best staff in the independent sector are what I call “X factor” team members – extroverted, engaging, and capable of taking the patient experience to the next level. These are people who might not fit a corporate framework but thrive in an independent setting where their energy and personality are recognised and rewarded.
When thinking of a common thread running through successful owners, one word springs to mind: personality. They are warm, engaging, and genuinely caring about their patients’ eye health. But they’ve still got that edge required for tough conversations and decisions. At the same time, they’re on top of all the business KPIs, not just the bottom line. Have the patient recalls gone out this month, and what was the success rate? How many bookings have we got this week, and the weeks ahead?
They delegate with precision too. The best practice owners know their own strengths and weaknesses and build a balanced, cohesive team that ensures every patient interaction is seamless. Patients can sense when a team isn’t aligned, and it impacts the overall experience.
Looking to the future, I see independent optometry evolving even more towards the boutique, bespoke experience. Patients aren’t just buying lenses and frames anymore – they’re buying an experience. They want frames that suit their look, the ability to follow fashion trends, access to the best lens technology and to feel good when they walk into and out of a practice.
The independents who succeed combine attention to detail, strong community engagement, X factor staff, and rigorous business management. They can also create an environment that has empowered staff to engage with the patients so they feel valued and seen.
Putting these elements together, the business itself will be set up for long-term success.
In small business it’s about being agile, innovative, and committed to the patient – that can be the difference between a patient leaving just satisfied, or a returning loyal advocate of your practice for years to come.
About the author:
Name: Mark Wymond
Affiliations: Eyes Right Optical, managing director
Location: Melbourne
Years in industry: 20
