Lucy Patchett (LP): Let’s start with your ambitions for the year ahead. What plans does SightCare have in store for 2025?
Emma Rawlings (ER): The main thing is in the commitment to our members, to make sure that we deliver everything they need for this new and vibrant year, with all of the economic challenges that come. We’re going to bring in new services, new workshops, new training, and continue to build on our supplier relationships.
LP: How has SightCare grown in the last 12 months?
ER: We’ve grown massively in terms of what we do. One of the key things was bringing in new staff. We’ve got three new staff members and one addition to our board of directors – a new non-executive director who is not from the optical industry – which will help us strategically shape our direction.
LP: Coming from more of a business background, how have you integrated yourself into the optical sector?
ER: I was an optical receptionist when I was 18 years old, so it’s not a new industry for me. I’m very comfortable with the terminology, and obviously some of the larger organisations, like CooperVision, Alcon and Hoya, they’ve been around for years. I can draw on those skills and experience from my past roles, including being a CEO in the charity sector and running my own business with my husband. All of that seems to have come together now.
LP: Tell me more about the money saving offers and extra services SightCare is introducing to help independent practices.
ER: We’ve got areas like income protection for practice staff, to help if there are no staff sickness policies. Other services we’ll be introducing include: different deliveries of HR support services, as well as support for store displays and refits. Also, we’re going to help our businesses with exit strategies because that’s something that some of our members might be looking to do in the next five to 10 years.
LP: What are the most important business characteristics/lessons that you’re bringing to the role?
ER: I think it’s about being dynamic and helping businesses think outside the box. With optical practices, there is a clinical, retail and business side of things. It’s about fresh ideas and understanding that you’ve got to take some risks; invest in order to stay ahead of the game; ensure you’re there for communities, and make sure that the service provided is second to none.
LP: How many business coaches has SightCare got? How are you growing that service and what impact does it have?
ER: We have four business coaches. Our coaches play an important part for our members as they really get to know the business, working with the practice owner and practice managers to understand where their issues are. This could be in their displays, levels of stock, merchandising, cash flow, or money saving.
They’re very aware of all the tools that we’ve got, with their own individual vast experience, but it’s a very one-to-one support mechanism. It might be that we need some extra help on very key specific areas, for example AI or marketing. I’m all for hearing feedback from our conferences, so we hope that all of our members leave us the feedback so we can grow and develop.
LP: What is the biggest impact work support groups bring to your eye care professional members?
ER: Networking peer-to-peer support is invaluable because somebody can always help with a question. There’s an instant response [within the WhatsApp groups], but we’re always there to help them. The business support groups all come together as practice owners talk quite freely, openly and confidentially about some of the challenges they have. When you’ve got an industry – very specific and very niche – they like to share and bring people together. This year, in alignment with that, we’re going to run some more regional road shows.
LP: In terms of upcoming strategic objectives, can you give us any sneak peeks?
ER: We’re going to be out on the roads. That’s all I’m saying. We’ll be visiting some of the key areas across the UK to visit our members and talk to potential new members, building up relationships. Eight roadshows are planned across England, Scotland, Northern Ireland and Wales, with a focus on major cities. Everyone’s included.
LP: What are the biggest challenges in the optical independent sector?
ER: Imminently, we’re going to see national insurance contributions rising, and that’s going to knock the bottom line for our members, in terms of the prices and cost of staff. The other is being aware of what’s going on globally and the impact wthat might have on inflation. So, costs will go up in terms of buying from non-UK companies and across the EU, and with exchange rates. We’re watching all of those things, and we’re going to bring in a bit more to help members make those strategic decisions in their business going forward.
