What I’m Not Doing in My Private Practice in 2026

Yes, you read the title correctly! This is not a list of my goals for the new year, the practice changes I want to make or my roadmap to success. In a time that constantly pushes us to do more and more and more, I’m thinking about what I will NOT be doing in 2026. It’s tempting to believe that success in this profession means more patients, more services, more marketing, more everything. But sustainable growth and success in independent eye care often comes from what we choose NOT to do.

Here are the top eight things I’m not doing in my private practice this year—and why saying no can be one of the best strategies there is.

I’M NOT SEEING MORE PATIENTS PER DAY JUST TO “GROW”

Volume isn’t the business strategy it used to be. I’m invested in quality over quantity, and that includes seeing less patients (with longer visit slots). I’m protecting appointment lengths so I can diagnose earlier, prescribe more precisely and have real conversations that actually move patients to invest in their vision and health. While there is often a focus on fitting more patients in your schedule and having a volume-based practice, I carefully track per patient revenue to ensure the extra time I’m spending pays off in revenue and profitability.

I’M NOT LOWERING MY FEES TO COMPETE

Race-to-the-bottom pricing isn’t a growth model. My team delivers a premium experience, and that comes with a higher price tag. My technology gives patients answers they can’t get elsewhere. The time we spend with each patient and the quality of products we offer reflects what we charge. When everyone is racing to be the cheapest, I encourage you to make sure what you’re charging reflects the experience a patient has. Be proud of that, and do not apologize!

I’M NOT PARTICIPATING IN EVERY VISION OR MEDICAL PLAN

My practice is a bit unique in that we participate in two vision benefit plans, and we are out of network for all medical plans. As a cold start, that was certainly a risk but one that supports the business model we’ve created. I still provide medical care, but it’s just out of pocket. We carefully monitor the plans we do participate in to ensure they’re right for the practice. If a plan erodes revenue, limits clinical freedom or creates administrative burden, it’s out. Patients who value care will stay, and those who don’t will make room for others who do.

I’M NOT UNDERCHARGING FOR SPECIALTY CARE

Dry eye, myopia management, specialty contact lenses—these require expertise, time and an investment in technology. Don’t apologize for the fact that these are not covered services under discount vision plans and often have a higher price tag than traditional treatment methods. Specialty care is a premium service, and it should be priced accordingly.

I’M NOT OFFERING DISCOUNTS

We’re not a discount practice. We never run “buy one, get one” promotions or service bundle deals. We are focused on clear pricing, high value and professional services. You cannot be everything to everyone, so figure out where you fit in and hold strong.

I’M BUYING NEW TECHNOLOGY, BUT ONLY IF IT FITS

If it doesn’t add revenue, efficiency or improved clinical outcomes, why would I buy it? Many colleagues get into trouble by feeling that they need to add the latest and greatest tools in their practice because a competitor has it, a rep says they need it or their accountant says it will save them on taxes. ROI matters more than FOMO.

I’M NOT IGNORING MY DATA

If you’ve been following along, I don’t run my practice on gut feelings but on cold, hard data. I’m focusing on and continuing to monitor the following practice metrics this year:

• Capture rate
• Revenue per patient
• Multiple-pair percentage
• Contact lens capture rate
• Daily disposable percentage
• Average frame price
• Average lens price
• Average overall eyewear price

Find Dr. Kate Piotrowski’s simple weekly/monthly/quarterly metrics system here.

I’M NOT SAYING YES TO EVERY VENDOR

2026 is about fewer, stronger partnerships. Streamlining to a small group of trusted suppliers reduces delays and remakes, improves consistency and increases volume discounts. It also helps your staff to become experts in the products you have. This can be tough with the sheer number of vendors that exist and the pressure to add more in order to grow. Continue to track metrics important to your practice and develop stronger relationships with the vendors you partner with. Less is more!

I’M NOT NEGLECTING MY ONLINE PRESENCE

Keeping up with your social media can feel like a full-time job, but patients often use these sites and tools to judge a practice before they decide to make an appointment or walk in. A consistent online presence and brand boosts new patient flow and can keep your current patients engaged throughout the year. It’s tempting to delegate this to an outside vendor, but having authentic posts and content is important. If you’re unsure of how to do this, perhaps someone on your team is a budding influencer with fresh ideas. I also find great ideas from my optometric colleagues (and by following each other, we also increase engagement).

As independent practice owners, we’re used to wearing too many hats and saying yes to everything. But this year, I encourage you to actually say no. Set boundaries, prioritize the care you want to provide and protect your profitability.

Sometimes the smartest business move is simply choosing what NOT to do.

Read another article by Dr. Jennifer Stewart here.

Read more on professional development here.