What has the transition been like between your role as lecturer at Plymouth University and head of EOS at Specsavers?
Kiki Soteri I have been an optometrist for more than 20 years, employed in hospital roles, community high street and even a specialist house practice. While taking postgraduate modules and conducting masters research in clinical optometry, I founded and developed an independent practice, then sold it as a going concern. All this before I was employed as a lecturer at Plymouth University, so my clinical roots have made this transition into a head of enhanced services role at Specsavers a very smooth and natural one. I have been welcomed into an EOS team of highly driven, like-minded clinical colleagues.
Why did you decide to re-enter the industry in this capacity?
KS Undergraduate students will know I spent my time trying to help them be future-proof – by developing their transferable employability skills, collaborative working, using their critical thinking skills via problem-based learning for effective clinical case management, and by nurturing their potential in ocular therapeutics. When the Specsavers post was advertised, I recognised the future had now finally arrived and it was time to be driving training progression of graduate and experienced optometrists for the ultimate benefit of patients.
What does the eye care profession look like from your current perspective?
KS Optometrists are autonomous health professionals with the ability to detect and manage a broad range of eye conditions. There is a huge demand for eye care and this is not likely to diminish. The main game-changer will be how it is delivered and who delivers it. The worst possible scenario would be for community optics not to be a key provider of eye care, as this would be a waste of existing skills, know-how, infrastructure, dedication and the strong motivation of optometry and optical professionals.
What projects have you been working on since you arrived in the role?
KS I am only a few months into my induction, meeting colleagues at all levels within the organisation and getting to know the infrastructure. I am creating EOS tools and learning materials and have been providing routine and enhanced services in a local Specsavers clinic to get to grips with the challenges of frontline service provision. The best part is helping to shape EOS strategy and this is coming from the highest levels in the organisation, with direct personal investment from Doug Perkins.
Now a few months into the role, what do you think you will be able to achieve this year?
KS Realistically speaking, I will be working with my colleagues to meet the accreditation goals that we have set ourselves for our clinical workforce. More ambitiously, I hope that my broader engagement will begin to empower and unify all members of the optometry profession regardless of any apparent differences. I believe we have an individual and collective responsibility for the way we are perceived by the public, the medical profession, government and commissioners. For enhanced services to become core business they need to have the backing of the whole of the optometry profession.
How have you found the process of developing enhanced services for the company?
KS There is a strong ‘can do’ attitude within Specsavers and this is very appealing. I am pleased to be able to contribute to the proactive team of colleagues working on this momentous task.
For young optometrists who may aspire to be involved in developing services one day, what experience should they look for?
KS Get involved with your LOC, the College of Optometrists or the AOP. Try hospital optometry. Network widely; get to know GPs and local business representatives. Find your inspiration in the people around you. Make sure you are influenced by those who can teach or encourage you to achieve your full potential.
I am thankful to the pre-reg supervisor over 20 years ago who always threw me in at the deep end, the consultant ophthalmologist who supported me taking on enhanced roles when I was only newly qualified, the renowned paediatric vision specialist who employed me for five years and encouraged me to develop my service delivery in terms of therapeutics, the dry eye specialist who transitioned from academia into industry and gave me the confidence to do the same. I may not be able to pay them back but I can certainly try to pay it forward.
