Independent optometry flourishes when doctors have the freedom to practice on their own terms—without feeling like they’re doing it alone. That belief is at the core of IDOC’s brand refresh, “Independent. Together.” In a recent Defocus Media conversation, hosts Dr. Darryl Glover and Dr. Jenn Lyerly spoke with Dave Brown, CEO of IDOC (Independent Doctors of Optometric Care), about the organization’s 25-year journey. Brown shared how IDOC’s unified brand, robust data tools, and comprehensive business services are helping private practice optometry become stronger, more connected, and better positioned for long-term growth.

IDOC began as a 15-doctor roundtable founded by Dr. Mark Feder in Connecticut—an early recognition that independent doctors could accelerate their success by learning from one another. That study-group DNA still defines the organization: peer conversation, practical business education, and an emphasis on implementing what works in real practices.

Over the past decade, IDOC layered on capabilities that move beyond community into execution:

As Dr. Lyerly notes on the podcast, the original roundtable energy lives on in today’s national schedule of in-person study groups and weekly virtual “Connected Conversations,” where doctors troubleshoot staffing, scheduling, and growth together.

Brand lines are only useful if they change outcomes. For Dave Brown, “Independent. Together.” signals two promises:

The refreshed, unified house-of-brands approach also makes it easier to find and use resources. Instead of scattered product names, services now sit clearly under the IDOC umbrella, improving discoverability on the website, in emails, and on social channels.

Private equity can be a loaded topic in eye care. Dr. Lyerly asks directly how IDOC’s investment partners fit the independent narrative. Brown emphasizes that:

When Dr. Glover asks what keeps owners up at night, Brown narrows it to three recurring themes:

#1 Staff: Hiring, training, and retention remain the most persistent headaches. IDOC supports members with a multi-pronged approach—an HR help line for state-specific issues, structured onboarding/training resources, and staff-forward education at IDOC events so team members return motivated and certified.

#2 Time: Many owners still run payroll, categorize expenses, and even do social media after clinic hours. Offloading routine finance to Books & Benchmarks and demand generation to Optometry Marketing Services frees the doctor to focus on patient care, leadership, and prescribing from the chair.

#3 Growth: Competing on price is a race to the bottom. IDOC’s data stack (Edge + benchmarks), study groups, and specialty care education help practices compete on outcomes and experience—shifting the conversation to differentiated services that patients will happily choose and recommend.

Alliances anchored inside large, vertically integrated companies can offer specific perks—but they may also juggle competing priorities beyond independent practices. IDOC positions itself differently: no competing constituencies and a singular focus on independent optometry. That structure underpins decisions like maintaining an independent lab, subsidizing data access, and offering no-contract membership (with a promotional six-month free period mentioned in the interview) so doctors can evaluate fit without long commitments.

As Dave Brown frames it, IDOC aims to be the launching pad for the next generation of independent owners—helping clinicians move from intent to implementation without sacrificing autonomy.