Management Consulting to Move Your Practice to the Next Level and Beyond

Every optometry practice faces its own unique challenges. These can include stagnant growth, poor profitability, too few patients, and inefficient staff who fail to operate as a team. As such issues escalate, they not only block the potential of the practice, they impact the practice owner’s motivation and quality of life.

In business for over 30 years, Sterling knows the confusions, stress and inefficiencies that can slow down a practice. The Sterling program identifies the exact issues which need to be addressed and remedies them with customized consulting, management courses and regional workshops. We’ve shown hundreds of optometrists how to effectively run their practices so they can do the work they love—optometry.

Find out more about the Sterling program; click here to order our free “Practice Solutions” DVD.

 

Michael Walby, OD

Michael Walby, OD

After 11 years of running my own optometric practice, I was at my wits’ end. The office was chaotic with the staff running the show instead of me running the staff. They seemed to have excuses for everything including why they were frequently late or not doing their work. When I asked them to do a task, they would balk and complain they didn’t have to do “that” in their last job. Since they were uncomfortable asking patients for money, they didn’t. Collections were dismal, accounts receivables skyrocketed and patients walked out the door without paying.

 

Todd Sheldon, OD, MBA, FAAO

Todd Sheldon, OD, MBA, FAAO

Like many optometry school graduates, I had a goal of owning my own practice. Having attended optometry school on a military scholarship, I was obligated to practice in the Navy for four years. My naval duties included directing the contact lens and laser vision correction programs for fighter jet pilots. Although my naval service gave me great experience and built my confidence as an optometric physician, it didn’t teach me how to build a practice. To remedy this, I went back to business school and earned an MBA. Now I was ready.

 

Chris Chiodo, OD

Chris Chiodo, OD

In 1994, I opened an optometry practice with a friend from school in Las Vegas. To make some income while we were building up the business, we both took leases at Walmart and then spent a couple of days a week in our own practice. After three years, we were still working at Walmart.

 

Anthony Podloski, OD

Anthony Podloski, OD

In 2007, I was working as an associate at The Vision Centers when I became a partner and was asked to manage the staff. With three locations and rapid growth, it was a challenge.

The biggest issue was how to find good staff. We had made some bad decisions in the past. We had hired a front desk person who was very pleasant when we were around but was rude and nasty when we weren’t. She regularly showed up late to work and one day, she didn’t show up at all. When we tracked her down, she said she was sorting things out with her boyfriend. What a monumental waste of time and money.