Warm Starting to Build Buzz and Community Before Opening an Optometry Practice

When I made the decision to open my own optometric practice, I knew that just unlocking the doors and hoping for the best wouldn’t cut it. I wanted to do more than just “open.” I set out to warm start—giving myself a leg up by building relationships and anticipation ahead of day one. If you are starting a business, especially in health care, this approach could make all the difference.

To me, a warm start means launching with a plan. It means making sure people know you are coming, talking to your future customers and referral sources, then having a list of folks ready and excited to be there on your first day. Without a plan, it’s easy to open your doors to an empty room.

HOW I CREATED A BUZZ

People always ask, “How do you get people excited about something before it exists?” Here’s what worked for me.

First, I covered the windows of my new office and put up “coming soon” signs. I even played a little game with the community: I posted images that hinted at what kind of business might be opening—glasses, eyeballs and even a dog wearing glasses. I left a jar outside so people could write their guesses. Winners got a small prize.

My new location was in a busy plaza with apartments above and other businesses around, so there was constant foot traffic. People tried to peek through the windows or dropped by hoping to learn more. It was fun to watch the curiosity grow.

I also started on social media well before opening. Just simple “coming soon” messages, photos of construction progress and lighthearted posts to get people thinking about the practice. Community outreach was key—I joined local events, health screenings and even church gatherings where I could explain what I planned to offer.

By the time I opened, people in the neighborhood didn’t just know I was coming, they were ready and waiting.

EARLY EVENTS AND OUTREACH

I looked for every opportunity to connect. That meant school health screenings, booths at green markets and local pop-ups, presentations in senior communities and working with churches on health days.

Large 55-and-up communities often have a shuttle van, so I partnered with their organizers to bus small groups of residents to my practice for appointments. We made it an event, serving coffee and snacks, and everyone left feeling like they were part of something special. Those patients came back as a group to pick up their glasses and share their experience.

I also joined the local chamber of commerce, attended networking breakfasts and lunches, and told my story everywhere. The relationships I built in the community were as important as any equipment I bought.

FINDING MY FOCUS

Because I’m in South Florida, I looked up local census data to better understand my community: age, income and gender, in addition to ethnic breakdown. This information shaped the services I chose to offer. I visited competing offices to learn what other providers were doing and to find out what was missing in the area.

I focused on being different. If my competitors were closed on Saturdays, I stayed open. If they didn’t offer certain insurance plans, I made a point of accepting those. I made sure to offer unique frame lines from around the world and products owned by women and black entrepreneurs. I added specialized services like low vision, dry eye, vision therapy and specialty contacts.

I didn’t just try to match other offices—I made sure to offer something better or different in every possible way.

VITAL CONNECTIONS

Early on, I approached ophthalmologists and specialists and asked how I could help their patients. Many didn’t offer optical or contact lens services, so they referred those patients to me. These partnerships were vital for building steady referrals from the very start.

When I first opened, I handled my own social media. Authenticity matters. People know stock imagery and generic posts. They want to connect with the real person behind the business. Even if you aren’t comfortable doing TikTok dances, just be yourself—share what you love, show your interests and talk directly to your potential patients.

These days, my practice is self-sufficient, and my patient reviews do much of the marketing for me. Early on, though, social media was an important tool.

STAFFING AND VENDORS

Your first employee is critical. In the early days, that person has to handle everything—reception, patient intake, insurance. The first staffer will usually grow into an office manager role since they’ll know every system inside and out. I started with a full-time optician and a part-time receptionist.

My advice: Treat your vendors like partners. I have frame and equipment reps I’ve worked with from the very beginning. They appreciate big orders when you open so you can negotiate better deals. Relationships also matter when a rep moves to a new company—they’ll bring you new opportunities and insights wherever they go.

You don’t need everything on day one. I started with a retinal camera, visual field, autorefractor and just the basics for exams. I waited to add more advanced tech until my revenue supported it.

Writing a clear business plan is worth your effort—even if circumstances change and you need to adjust later. If you can’t map out how you’ll compete and grow in your chosen community, consider holding off. The act of writing it out forces you to consider your strengths and competition.

THE MOST COMMON MISTAKE I SEE

Overspending, especially on making the office look “perfect,” is a common mistake. Some doctors pour money into marble floors and chandeliers, thinking it will bring in more patients. Focus first on profitability—you can always upgrade the decor later. Spend on essentials and marketing first, then improve aesthetics as you grow.

It’s tempting to buy every piece of high-tech equipment you loved at your last job, but be realistic. If you won’t have enough of a patient base to use that instrument profitably in the first year or two, wait. You can always add it fast if demand grows. Buy what you need when you need it.

MEASURING MY PRACTICE’S GROWTH

Every year since opening, my practice has grown. Consistent growth is essential. Standing still in health care means falling behind due to inflation and other costs. My focus on patient experience, differentiators and community relationships has paid off.

I am proud of the reviews we receive. One patient recently described our care as “exceptional,” highlighting not just our technology but our service and atmosphere. That’s how I know this approach works: patients become your own ambassadors.

A warm start is about working smart ahead of your official opening. Build relationships, learn your community and treat every first connection as the start of something bigger. Focus on profitability, create a unique patient experience and let your work—and your patients—speak for you.

For more on practice growth, read “What Really Differentiates Independent Optometry Practices Today?” here.

Read more Cold Start Strategies stories on Independent Strong here.