The Leonardo Learning Platform is transforming the way eye care practices educate, develop, and empower their teams, and Dr. Fayiz Mahgoub, Senior Manager of Learning and Development at Leonardo, believes that continuous learning is one of the most important investments a practice can make. During his conversation with Dr. Darryl Glover on the Defocus Media Podcast, Dr. Mahgoub shares how structured education, leadership development, and role-specific training are helping practices improve staff retention, strengthen leadership, elevate the patient experience, and prepare for the future of eye care.

Building a successful eye care practice requires more than clinical expertise—it requires a team that is confident, knowledgeable, and committed to delivering an exceptional patient experience. As technology advances, patient expectations rise, and the responsibilities of every team member continue to expand, investing in staff development has become one of the most important drivers of long-term practice growth.

In Partnership with EssilorLuxottica

The Leonardo Learning Platform is a global education platform designed specifically for the eye care and eyewear industry. Since its launch in 2021, Leonardo has provided expert-curated education covering vision care, practice management, people development, leadership, and product knowledge through flexible learning pathways tailored to different professional roles. Today, the platform has delivered more than 15 million hours of education, welcomed over 44 million platform visits across more than 100 countries, and offers certificate programs and scientific education designed to support lifelong learning throughout the eye care profession.

These resources provide the foundation for the conversation between Dr. Darryl Glover and Dr. Fayiz Mahgoub, Senior Manager of Learning and Development at Leonardo. Rather than simply discussing another online education platform, Dr. Mahgoub explains how Leonardo is helping practices transform team education through structured learning, leadership development, and role-specific training. Throughout the discussion, he demonstrates why continuous education has become essential for improving staff retention, reducing burnout, strengthening leadership, and creating a culture of excellence that ultimately enhances the patient experience.

Continuous learning is no longer optional—it is essential.

Eye care is evolving rapidly through new technologies, clinical research, treatment options, and changing patient expectations. Practices that invest in ongoing education position themselves to adapt more quickly while delivering more consistent care.

Dr. Mahgoub explains that education should never end after onboarding. Instead, practices should foster a culture where learning becomes part of everyday work. This mindset not only strengthens clinical knowledge but also increases employee confidence, improves engagement, and helps teams embrace change with greater consistency.

For patients, the benefits are equally significant. Better-trained employees communicate more effectively, anticipate patient needs, and contribute to a smoother, more personalized healthcare experience.

Exceptional patient experiences begin long before the doctor enters the exam room.

From scheduling an appointment to checking in, completing pretesting, selecting eyewear, and following through with treatment recommendations, every interaction shapes a patient’s perception of the practice. Dr. Mahgoub emphasizes that each team member plays an important role in creating consistency throughout that journey.

When employees understand both their individual responsibilities and the overall patient experience, communication improves, workflows become more efficient, and patients develop greater trust in the practice.

Investing in team education ultimately becomes an investment in patient satisfaction.

One of the greatest strengths of the Leonardo Learning Platform is that it recognizes successful practices are built by entire teams—not just doctors.

Dr. Mahgoub explains that Leonardo provides customized educational pathways for virtually every role within an eye care practice. Rather than offering the same curriculum to every employee, the platform delivers role-specific education that enables each individual to grow professionally while contributing to the organization’s overall success.

Leonardo supports learning for:

This comprehensive approach creates consistency across the entire patient journey. Every interaction—from the first phone call to the final follow-up—is supported by team members who understand how their role contributes to exceptional patient care.

As Dr. Mahgoub explains, investing in education is ultimately an investment in people. When every employee continues learning, practices become more efficient, employees become more engaged, and patients receive a better overall experience.

Leonardo extends beyond clinical education by helping practices develop future leaders.

Dr. Mahgoub discusses leadership development as a critical component of sustainable practice growth. The platform includes resources covering communication, emotional intelligence, management principles, business operations, and leadership strategies designed to help professionals grow throughout their careers.

Developing leaders from within creates healthier workplace cultures, improves employee engagement, and strengthens retention. Instead of simply filling management positions, practices can intentionally cultivate leaders who inspire teams, drive innovation, and maintain high standards of patient care.

Practice growth rarely happens by accident.

Successful organizations intentionally invest in people, leadership, and standardized systems that support long-term excellence. Dr. Mahgoub explains that platforms like Leonardo simplify onboarding, encourage continuous professional development, and provide practices with scalable educational resources that grow alongside the organization.

As practices expand, standardized education becomes even more valuable. New employees can integrate more quickly, experienced team members continue developing new skills, and leaders gain tools that create consistency across multiple locations.

Ultimately, practices that prioritize learning are better equipped to adapt to industry change while delivering exceptional patient care.

The Leonardo Learning Platform represents more than an online education system—it reflects a philosophy that places continuous learning at the center of practice success.

As Dr. Fayiz Mahgoub explains, investing in structured education, leadership development, and role-specific learning empowers every member of the eye care team to perform at a higher level. The result is stronger workplace culture, improved patient experiences, greater operational consistency, and sustainable practice growth.

The future of eye care will not be defined solely by advances in technology or clinical innovation. It will be shaped by practices that invest in their people, embrace lifelong learning, and empower every team member to contribute to exceptional patient care.

Exceptional practices are built by exceptional teams. If you’re ready to strengthen your team’s education, leadership, and patient experience, start by listening to the full conversation with Dr. Fayiz Mahgoub on the Defocus Media Podcast Network.

As mentioned during the podcast, take the Leonardo Practice Maturity Assessment to evaluate where your practice stands today and identify opportunities to enhance staff development, leadership, operational efficiency, and patient care. The assessment provides valuable insights to help your practice build a stronger foundation for long-term success.

Continuous learning isn’t just an investment in education—it’s an investment in your people, your patients, and the future of your practice.

For Dr. Ansel Johnson, a 40-year career in optometry has never been defined solely by prescriptions, practice ownership, or professional titles. His journey reflects something much larger: the power of representation, lifelong learning, community service, and using eye care as a gateway to better overall health.

Speaking with Dr. Adam Ramsey on the Play Chess Not Checkers Podcast, Dr. Johnson shared how an early interest in science and people evolved into a career that continues to influence patients, students, and the profession.

Dr. Johnson originally planned to pursue medicine. While attending Illinois Wesleyan University, however, he discovered optometry through a classmate and began looking more closely at the profession.

The combination immediately appealed to him. Optometry offered the opportunity to become a doctor, own a business, and create a more direct path into practice. He was also struck by the profession’s lack of diversity. At the time, he recalls there being an estimated 400 African American optometrists among approximately 28,000 practitioners.

Rather than viewing that disparity only as an obstacle, he saw an opportunity to make an impact.

That mindset would shape the rest of his career.

After graduating from the New England College of Optometry, Dr. Johnson built a career grounded in clinical care and community connection. His practice serves a large Spanish-speaking population, and he uses Spanish daily to gather histories, communicate with patients, and build trust.

His approach also extends far beyond the eyes.

After his own journey with Type 2 diabetes, Dr. Johnson became deeply involved in diabetes education and lifestyle coaching. He believes optometrists are uniquely positioned to help patients understand the connection between ocular findings and systemic health.

With a significant portion of the population living with diabetes or prediabetes, he sees eye care as an opportunity to connect the dots. His goal is for patients to view the optometrist as the “quarterback” of their eye care—someone who understands the whole patient and guides them through the healthcare system when additional care is needed.

Dr. Johnson’s leadership has extended into advisory boards, professional organizations, mentoring, and industry opportunities. Yet he emphasizes that opportunities often begin with visibility and relationships.

Showing up at major professional meetings, building genuine connections, and delivering excellent work can open doors that may not appear immediately. For Dr. Johnson, representation is not simply about being present. It is about bringing different life experiences and perspectives into rooms where important decisions are made.

His philosophy is equally clear when working with industry: integrity comes first. He is selective about the organizations and products he supports because credibility cannot be separated from trust.

Today, Dr. Johnson’s practice serves as an externship site for multiple optometry schools. He wants future doctors to understand how patients actually use their vision—not simply how to write a prescription.

His nonprofit work is also expanding access to eye examinations, diabetes education, low vision resources, and transportation support for patients who may otherwise struggle to receive care.

After four decades in optometry, Dr. Johnson is not focused on retirement. He is focused on impact.

His career offers a powerful reminder for eye care professionals: success is not only about building a practice. It is about building relationships, creating opportunities, serving communities, and leaving the profession stronger for the next generation.

The million-dollar question in eye care is simple: How do you scale an optometry practice without losing what made it successful in the first place? Jamie Rosin helped grow Rosin Eye Care from four locations to more than 50, but his biggest lessons did not come from expansion alone. They came from mistakes, overlooked opportunities, better questions, and learning how to turn everyday behaviors into repeatable systems.

In this conversation with Dr. Darryl Glover, Jamie Rosin pulls back the curtain on what truly drives optometry practice growth—from coaching teams and improving the patient journey to building stronger partnerships and staying curious enough to keep evolving.

His message is clear: before adding more locations, leaders may need to take a closer look at the opportunity already sitting inside their practice.

Before adding locations, practice owners should understand whether their current business is performing at its full potential.

Rosin learned this by examining the number of patients who completed an eye exam but left without purchasing eyewear or moving into another appropriate service. At first, the focus was on the metric itself. Over time, however, he realized that repeatedly talking about a number does not change it.

The real opportunity was identifying the behaviors behind the results.

By improving the systems already in place within the practice, Rosin said an eight-location business generating approximately $8 million could ultimately operate as a $14 million business. The opportunity was already there; the practice simply was not yet performing at its full potential.

That experience shaped one of his most important lessons about scaling: before opening another location, practice owners should first optimize the one they already have.

Once leaders understand where the opportunities exist, the next step is to identify what the strongest team members are doing differently.

Rosin explained that most practices have significant performance differences between their best and lowest performers. One doctor may deliver a seamless handoff to the optical team, while another struggles. One optician may naturally ask better questions, create stronger connections, or guide patients more effectively.

Instead of simply demanding better numbers, leaders should observe their strongest performers and identify the behaviors that make them successful. Those behaviors can then be coached across the rest of the team.

Rosin recommends recognizing positive progress publicly while providing constructive feedback privately. Daily huddles can also reinforce goals, highlight effective behaviors, and keep the team focused on the actions that lead to better outcomes.

A patient may visit an optometry practice only once every year or two, while team members repeat the same processes every day. What feels routine to the staff may feel unfamiliar, confusing, or even stressful to the patient.

Rosin shared a simple example of a patient being told to sit in “booth number five” even though the booths were not visibly numbered. To the employee, the instruction made perfect sense. To the patient, it did not.

That moment illustrates why practices must learn to experience their systems through the patient’s eyes.

Rosin explained that how patients are greeted, how the doctor welcomes them, and how the visit ends can have an outsized impact on satisfaction. The goal is not to make every moment extraordinary. It is to identify the moments that matter most and intentionally make them better.

Creating consistent behaviors and memorable patient experiences requires leaders who remain connected to daily operations.

Rosin cautioned against managing a practice only through spreadsheets. Financial data matters, but effective leaders also need to understand their people, observe what is happening inside the practice, and recognize where the patient experience may be breaking down.

Strong managers know who is performing well, where team members need support, and what obstacles are preventing the practice from reaching its goals. They also establish clear expectations and define the non-negotiable behaviors that shape the culture.

For Rosin, sustainable growth also requires leaders to keep learning.

Optometry practice owners should learn from peers who understand eye care, but they should also look outside the profession. Restaurants, hotels, dental practices, and other businesses may offer ideas that can improve communication, service, and the overall patient journey.

The future of optometry practice growth will not be built by a single person with all the answers. It will come from leaders who remain curious, collaborate with others, develop their teams, and continuously improve the systems already in front of them.

Before scaling the number of locations, scale the behaviors, relationships, and patient experiences that made the practice worth growing in the first place.

Want to dive deeper? Jamie Rosin will be expanding on these strategies at the EyeCare Boss Conference, taking place September 18–20 in Cleveland, Ohio. Designed for optometrists and practice leaders, the event will provide practical frameworks for building scalable systems, improving leadership, enhancing the patient experience, and accelerating optometry practice growth. If you’re serious about building or scaling an eye care practice, this is an opportunity to learn directly from one of the profession’s most experienced practice growth experts. Register today!

Glaucoma is one of the leading causes of irreversible blindness worldwide, yet many patients are unaware they have it until significant vision has already been lost. In this episode of the Eye-Q Podcast, Dr. Rudrani Banik breaks down the fundamentals of glaucoma, explaining what every patient and every eye care professional should understand about this often-silent disease.

Glaucoma is not a single disease but a group of conditions that damage the optic nerve, the structure responsible for transmitting visual information from the eye to the brain. While some age-related nerve fiber loss is expected over time, glaucoma accelerates this process, leading to permanent damage if left untreated.

One of the defining characteristics of glaucoma is the gradual loss of peripheral vision. Unlike many eye diseases that affect central vision first, glaucoma slowly narrows a patient’s visual field, often progressing unnoticed for years before symptoms become obvious.

Because glaucoma develops slowly, patients frequently have no warning signs during the early stages. Dr. Banik emphasizes that this creates a valuable opportunity for intervention. Regular comprehensive eye examinations allow clinicians to identify optic nerve damage before patients notice vision changes.

Monitoring optic nerve appearance, visual fields, and intraocular pressure plays a critical role in preserving long-term vision. Detecting glaucoma early provides the best chance to slow progression and reduce the risk of significant vision loss.

The episode highlights two primary forms of glaucoma.

Primary open-angle glaucoma is the most common type. It develops gradually as the eye’s drainage system becomes less efficient, allowing pressure to build over time. Because symptoms are minimal early on, it is often called the “silent thief of sight.”

Angle-closure glaucoma, on the other hand, is an ocular emergency. A sudden blockage of the eye’s drainage angle can cause rapid elevation of eye pressure, leading to severe eye pain, redness, blurred vision, halos around lights, headache, nausea, and vomiting. Immediate treatment is essential to prevent permanent vision loss.

Although advancing age remains the greatest risk factor, glaucoma can affect younger individuals as well. Family history significantly increases risk, particularly among first-degree relatives.

Additional risk factors discussed include:

Recognizing these risk factors allows clinicians to identify patients who may benefit from earlier or more frequent glaucoma evaluations.

The most important takeaway from this discussion is that glaucoma-related vision loss is preventable when detected early. Routine eye examinations remain the cornerstone of diagnosis, allowing clinicians to monitor subtle changes before irreversible damage occurs.

For both patients and eye care professionals, understanding glaucoma’s progression reinforces a simple but powerful message: protecting vision begins long before symptoms appear. Early diagnosis, ongoing monitoring, and timely treatment continue to be the most effective strategies for preserving sight for years to come.

What happens when a science-fiction movie about extraterrestrial life brings together conversations about iris color, specialty contact lenses, career growth, and the importance of having a life outside optometry?

On the OD in Our Movies podcast, Dr. Jacobi Cleaver and Dr. Jacob Wilson welcomed Dr. Lisa Wahl, OD, to review Disclosure Day. The conversation moved from Steven Spielberg’s take on alien life to real-world eye care, complex pediatric cases, professional collaboration, and Dr. Wahl’s unexpected second career in the Los Angeles food scene.

The group gave Disclosure Day strong reviews, with ratings ranging from approximately 8 to 8.5 out of 10. The film follows characters who discover a deeper connection to extraterrestrial life while a secretive organization works to keep the truth hidden.

Dr. Wahl praised the movie’s mystery, suspense, and pacing, while the hosts highlighted Emily Blunt’s performance and the film’s ability to remain engaging throughout its lengthy runtime.

Naturally, the optometrists also found the eye care angle.

Changes in iris color and pupil size within the movie led to a discussion about real clinical conditions that can alter the appearance of the eyes. The doctors explored heterochromia and conditions associated with acquired changes in iris color, including herpetic uveitis and Horner’s syndrome.

It was a classic example of the podcast’s unique formula: watch a movie, find the eye care connection, and turn entertainment into clinical conversation.

Dr. Wahl graduated from the Southern California College of Optometry in 2013 before completing an ocular disease residency with additional low vision training. Her career included private practice and work in an ophthalmology clinic before she returned to academia as clinic director at University Eye Center, Los Angeles.

Despite training heavily in ocular disease, her career gradually shifted toward specialty contact lenses.

During residency, Dr. Wahl was the only resident at her site, giving her flexibility to explore additional clinical interests. She began taking on specialty lens patients, and once she entered practice, referrals from optometrists and ophthalmologists helped that patient population grow.

What started as curiosity eventually became a major part of her clinical identity.

One of the episode’s most powerful stories involved a 12-year-old patient with severe chronic blepharokeratoconjunctivitis. Years of inflammation had caused corneal neovascularization, scarring, and reduced vision through glasses.

Through collaborative care, the disease was managed while Dr. Wahl fit the patient with a scleral lens. The child was ultimately able to achieve 20/20 vision in both eyes.

Dr. Wahl emphasized that specialty contact lens care requires careful expectation management. Rather than promising a specific result, she invites patients to try the lens and discover what may be possible.

“You really have to temper the patient’s expectations,” she explained.

For pediatric patients, the process may take time. Dr. Wahl gave the young patient homework to practice putting in eye drops, become comfortable touching around the eyes, and watch an instructional video before returning for training.

The lesson was clear: progress should move at the patient’s pace.

The case also demonstrated the value of collaborative care. Dr. Wahl works alongside clinicians with different areas of expertise, allowing complex patients to benefit from multiple perspectives.

She also described identical 11-year-old twins with severe keratoconus who underwent corneal cross-linking and were being fit with rigid gas-permeable lenses. Their vision improved from approximately 20/200 or worse to around 20/30.

For young patients with complex visual conditions, specialty expertise, family involvement, and patience can create life-changing functional vision.

Outside the clinic, Dr. Wahl has built a completely different identity through Lisa Eats LA, a food-focused social media platform with more than 90,000 followers.

What began about a decade ago as a personal place to share restaurant photos gradually evolved into what she describes as almost a second job. Many of her followers do not even know she is an optometrist.

“We can be optometrists and get a lot of gratification out of our day job, but we also have enough time to do other side quests.”

From reviewing Disclosure Day to restoring vision with specialty contact lenses and exploring the Los Angeles food scene, Dr. Wahl’s story reinforces one message: the most interesting careers are often built by staying curious enough to follow where the next opportunity leads.

Running a successful eye care practice requires more than clinical expertise. Practice owners must also lead teams, manage performance, communicate expectations, and build a workplace culture where employees can thrive—often without formal training in human resources. Dr. Alanna Wilson shares how her two-location practice is building a more proactive approach to HR, while Olivia Leduc, manager of strategic HR services at Kleinman, explains how employee feedback, clear expectations, performance management, and core values can help eye care practices strengthen their teams before problems arise.

One of the first steps was an anonymous employee engagement survey. More than 80% of the team participated, giving practice leadership insight into what was working and where improvement was needed.

Communication emerged as a key theme. With four owners and two locations, consistent messaging could be challenging. The feedback encouraged leadership to communicate more clearly about changes and explain why new initiatives were being introduced.

The survey also revealed that employees wanted more feedback, recognition, and one-on-one time with leadership. That insight led to a greater focus on acknowledging employees in the moment and creating a more consistent performance management process.

Many HR challenges begin before a problem becomes visible. Practices may expect employees to follow standards that were never clearly defined or consistently communicated.

Olivia Leduc, manager of strategic HR services at Kleinman, emphasized the value of moving from reactive HR to proactive HR. Updated employee handbooks, clear job expectations, regular one-on-one meetings, and structured performance conversations can create a stronger foundation before challenges arise.

Even 15 minutes of dedicated one-on-one time each month can give employees a consistent opportunity to discuss concerns, professional growth, expectations, and feedback.

Dr. Wilson’s team also participated in developing the practice’s core values. Instead of leadership simply choosing words and presenting them to employees, team members contributed ideas based on what they believed represented the practice.

That involvement created greater participation and helped employees feel connected to the business. Clearly defined core values can also guide hiring, performance conversations, marketing, and the patient experience.

Perhaps the most important management lesson from Dr. Wilson was the value of honesty and transparency. Employees want to understand why decisions are made, where they stand, and how they can grow.

For eye care practice owners, proactive HR management is not simply about hiring, firing, or solving problems. It is about creating the systems, expectations, communication, and culture that help teams succeed before problems arise.

The strongest practices do not wait for a crisis to build better systems. They create the foundation while the business is growing.

For many optometrists, the biggest obstacle to implementing myopia management isn’t believing in the science—it’s knowing where to begin. Questions about treatment selection, pricing, clinical protocols, follow-up schedules, staff training, and equipment often leave practices feeling overwhelmed before they ever see their first patient. While research supporting myopia control continues to grow, translating that evidence into an efficient, profitable workflow remains a challenge for many eye care professionals. 

In this Defocus Media conversation, Dr. Jennifer Lyerly welcomes Dr. Kyle Klute, owner of Good Life Eye Care and co-founder of Practice Performance Partners, to simplify the process. Rather than presenting myopia management as another specialty service requiring expensive technology or complicated protocols, Dr. Klute reframes it as something every practice already knows how to build—a clinical system. Through practical advice and real-world examples, he outlines how practices can confidently launch, refine, and grow a successful myopia management program while delivering better long-term outcomes for their pediatric patients.

Before discussing contact lenses, spectacle lenses, atropine, or axial length measurements, Dr. Klute makes an important point: implementation begins with belief.

Drawing from Atomic Habits, he explains that beliefs drive actions, and repeated actions reinforce those beliefs. If a doctor isn’t fully convinced that slowing myopia progression is one of the best things they can offer a child, no protocol or marketing s, those conversations become optional rather thantrategy will consistently succeed. Eventually those conversations become optional instead of routine, and patients miss opportunities for intervention. 

Developing that confidence means spending time with the evidence. Dr. Klute encourages clinicians to review the International Myopia Institute (IMI) reports, long-term MiSight studies, emerging Stellest data, and peer-reviewed research available through resources like Open Evidence. The goal isn’t simply learning another treatment—it is becoming convinced that managing myopia rather than simply correcting it should be part of everyday pediatric eye care.

When doctors truly believe in the value of myopia management, conversations with parents become educational rather than persuasive.

One of the most practical lessons from the discussion is that practices often delay implementation because they try to offer every treatment option immediately. With MiSight, Stellest, orthokeratology, atropine, and combination therapies all available, it’s easy to become overwhelmed.

Dr. Klute recommends taking the opposite approach.

Rather than mastering every option, choose one treatment your practice believes in and build a repeatable workflow around it. From there, identify the clinical tests needed to support that treatment and establish the triggers that automatically initiate a conversation about myopia management. 

These triggers may include progressive refractive error, a young child developing myopia, significant annual prescription changes, or a strong family history of high myopia. Once those criteria are clearly defined, every provider follows the same pathway, creating consistency regardless of which doctor sees the patient.

The beauty of this approach is its simplicity. Systems create confidence, and confidence creates consistency.

Many doctors worry about how parents will respond when myopia management is introduced, particularly when discussing program fees or contact lenses for children.

Not every family needs to begin treatment on the day of diagnosis. Some parents are ready immediately, particularly if they have experienced high myopia themselves. Others simply need time to learn, ask questions, and discuss the decision at home. Instead of forcing an immediate commitment, his practice provides educational materials, videos, and follow-up appointments so families can make informed decisions without feeling rushed. 

Dr. Jennifer Lyerly shares a similar philosophy. Rather than measuring success by enrollment, she measures success by awareness. If every eligible family leaves the practice understanding that myopia management exists and knowing it is available, the practice has already succeeded in fulfilling its responsibility as a healthcare provider.

Another common misconception is that practices need axial length measurement before they can begin offering myopia management.

Both doctors disagree.

While axial length provides valuable clinical information and creates more engaging follow-up visits, it should never become a barrier to implementation. Dr. Klute successfully managed myopia patients for years using refraction alone before adding axial length measurements to his practice. 

Once implemented, however, axial length becomes a powerful educational tool. Parents often understand eye growth more easily than prescription changes, making treatment progress far more tangible. It also provides greater confidence when deciding whether therapy should continue unchanged or whether combination treatments should be considered

A successful myopia management program requires more than choosing the right treatment—it requires a system that is both financially sustainable and supported by the entire practice. Dr. Kyle Klute recommends pricing services based on the value of the doctor’s time and the clinical care provided, rather than simply the cost of the product. Understanding practice overhead and chair time allows doctors to confidently communicate program fees with parents. 

Just as important is ensuring the entire team is aligned. From technicians to opticians, every staff member should understand the practice’s protocol and consistently reinforce patient education. With clear workflows, ongoing training, and shared goals, practices can create a seamless patient experience that supports both better outcomes and long-term practice growth. 

The conversation between Dr. Jennifer Lyerly and Dr. Kyle Klute reinforces an encouraging reality: implementing myopia management does not require perfection. It requires commitment.

Practices don’t need every treatment modality, every diagnostic instrument, or every answer before getting started. They need confidence in the science, a simple clinical workflow, a well-trained team, and a willingness to educate every eligible family about the opportunities available to slow childhood myopia.

As Dr. Lyerly reminds listeners, the goal isn’t to enroll every patient in treatment. The true measure of success is ensuring every child and every parent knows myopia management exists and has the opportunity to make an informed decision.

Dry eye disease is no longer viewed as a simple problem solved with artificial tears. As Dr. Laura Periman explains, modern research is redefining dry eye as a complex, multifactorial disease that requires personalized diagnosis and targeted treatment. During her conversation on The 20/20 Podcast, she explores how innovations in molecular medicine, neuroscience, and ocular surface diagnostics are reshaping the future of patient care and giving clinicians new ways to improve outcomes. 

One of Dr. Periman’s key messages is that dry eye should not be treated as a single condition. Instead, it represents multiple disease processes that may include inflammation, meibomian gland dysfunction, neurosensory compromise, blepharitis, Demodex, ocular surface pain, and other contributing factors. Successful treatment begins by identifying the underlying mechanisms affecting each individual patient rather than applying the same therapy to everyone. 

Perhaps the most exciting advancement is the shift toward highly targeted therapies. Emerging treatments are designed to repair damaged corneal tissue, regulate cellular communication, and reduce pain signaling at the molecular level. Rather than simply managing symptoms, these innovations aim to address the root causes of ocular surface disease and close treatment gaps for patients who have historically had limited options. 

Dr. Periman encourages clinicians to think in “mechanistic buckets.” Instead of asking whether a patient simply has dry eye, practitioners should determine whether inflammation, rosacea, incomplete blinking, dysbiosis, Demodex, or neurosensory dysfunction is driving symptoms. Matching the right therapy to the right mechanism creates a truly personalized treatment plan and improves long-term outcomes. 

The future of dry eye disease lies in precision medicine, scientific curiosity, and continuous learning. As new technologies and therapies emerge, eye care professionals have an opportunity to move beyond symptom management and deliver individualized care that meaningfully improves patients’ quality of life. The clinicians who embrace innovation today will help define the next generation of ocular surface disease management. 

Nearly 30 years after its release, Independence Day remains one of the defining summer blockbusters. Starring Will Smith, Jeff Goldblum, and Vivica A. Fox, the 1996 sci-fi classic combined action, humor, and unforgettable visual effects to become a global box office phenomenon. Dr. Jacobi Cleaver and Dr. Jacob Wilson revisit the film, discussing why it continues to resonate with audiences, from its fast-paced storytelling to Will Smith’s remarkable run of blockbuster films throughout the 1990s.

Dr. Cleaver and Dr. Wilson agree that Independence Day succeeds because it wastes little time getting into the action. Rather than overexplaining the alien invasion, the film allows viewers to experience the uncertainty alongside its characters. They also reflect on the film’s impressive box office success and how 1996 produced one of the strongest movie lineups of the decade.

While Independence Day celebrates humanity’s fight against an alien invasion, Dr. Cleaver and Dr. Wilson use the Fourth of July theme to discuss something much more relevant—fireworks-related eye injuries.

According to statistics highlighted during the episode, more than 13,000 fireworks-related injuries were reported in 2025, with individuals between the ages of 15 and 24 accounting for the largest share. Burns represented one of the most common injuries, many involving the face and eyes.

Drawing from their clinical experience, Dr. Cleaver and Dr. Wilson discuss the range of injuries fireworks can cause, including:

Dr. Wilson shares experiences caring for patients with previous fireworks trauma, while Dr. Cleaver explains the complexity of procedures such as enucleation and the lasting physical and emotional effects that can follow significant eye injuries.

One surprising takeaway from the discussion is that sparklers—often considered one of the safest fireworks—are responsible for a significant number of eye injuries each year. Dr. Cleaver and Dr. Wilson encourage families to leave fireworks displays to trained professionals whenever possible. If consumer fireworks are used, protective eyewear, gloves, and proper safety precautions can help reduce the risk of serious injury.

The Fourth of July should create lasting memories—not lasting vision loss. Sometimes the safest way to celebrate is simply enjoying a professional fireworks display while protecting the eyesight you’ll rely on for years to come.

Success is often portrayed as a straight path marked by perfect grades, ideal circumstances, and flawless execution. Dr. Cortez Lewis’ journey proves otherwise. From growing up in a small Arkansas town and navigating academic struggles to overcoming unimaginable personal loss while pursuing his optometry degree, his story is one of resilience, faith, and unwavering determination. More than a story about becoming an optometrist, it is a reminder that purpose, discipline, and perseverance can overcome almost any obstacle and that our greatest challenges often become the foundation for our greatest impact.

For much of college, Dr. Lewis admits he lacked direction. Biology was his major, but his future remained uncertain until a roommate encouraged him to visit a local optometrist, Dr. Jeffrey Ford.

Dr. Ford welcomed him into the practice, allowed him to observe patient care, and invited him to social gatherings where he met successful healthcare professionals. For the first time, Dr. Lewis could see himself in that environment. The profession became real, and with that exposure came motivation.

His grades improved, his focus sharpened, and his purpose became clear.

Dr. Lewis openly admits that his undergraduate grades were far from perfect, but once he found his purpose, everything changed. His performance improved because he finally understood why he was studying.

During his fourth year of optometry school, while preparing for board examinations, he and his wife experienced the devastating loss of their young son. Faced with unimaginable grief just weeks before graduation, he was given the opportunity to postpone his exams and graduation.

Instead, he chose to persevere.

“I had to finish what I started,” he recalled. “This is a hiccup in the road. It hurts, but I have to finish with my class.”

Supported by classmates, faculty, and family, he completed his education while honoring his son’s memory—a testament to extraordinary resilience and faith.

Perhaps the most emotional chapter of Dr. Lewis’ journey came during his fourth year of optometry school.

While preparing for national board examinations, he and his wife experienced the heartbreaking loss of their young son following a medical complication. Just weeks before graduation, he was faced with unimaginable grief while balancing the demands of board exams and clinical training.

Although the school offered to postpone his graduation, Dr. Lewis chose to continue, determined to finish with his class while honoring his son’s memory. Supported by classmates, faculty, and family, he persevered through one of the most difficult seasons of his life, demonstrating extraordinary faith and resilience.

After graduation, Dr. Lewis accepted a position in Melbourne, Florida, before eventually transitioning into private practice ownership. Rather than relying heavily on loans, he built his practice conservatively, utilizing existing equipment and investing carefully as the business grew.

His philosophy was simple: focus on exceptional patient care, avoid unnecessary debt, and allow sustainable growth to build long-term success.

Today, his thriving practice stands as proof that entrepreneurship does not require perfection—it requires consistency and intentional decision-making.

Throughout his conversation, one theme continually resurfaced: mentorship matters.

From the guidance of Dr. Jeffrey Ford to the discipline instilled by his family, Dr. Lewis’ success was shaped by people who invested in him before he fully believed in himself. Now, he hopes his own story inspires the next generation to persevere through setbacks and trust the process.

His journey reminds us that life will present obstacles none of us can predict. The difference is not whether challenges come, but whether we choose to keep moving forward despite them.

For Dr. Cortez Lewis, success was never about having the perfect path. It was about refusing to quit until he reached his purpose.