
Are you building wealth...or just feeding the machine?? A conversation with Nathan Hayes on investing capital in your practice
20/20 MONEY: The Business of OptometryShow Notes
What if one of the biggest financial mistakes practice owners make is confusing "spending money in the practice" with actually investing in it? In this episode, I'm joined once again by Nathan Hayes for a thoughtful and nuanced conversation around reinvesting in your practice, opportunity cost, and the hidden tradeoffs owners often overlook when deciding what to do with excess cash flow.
We explore the mindset many owners have that every dollar spent on equipment, technology, or expansion automatically creates enterprise value — and why that assumption can quietly create long-term financial consequences if it's never challenged. Nathan and I unpack the difference between true investment versus simply adding expense, how owners should think about ROI inside the practice compared to investing outside the practice, and why many of the highest-value drivers in a business have nothing to do with buying another piece of equipment. We also discuss: Why more equipment does not automatically mean a more valuable practice
The hidden opportunity cost of continually reinvesting back into the business
How enterprise value is actually created in an optometry practice
The difference between spending, investing, and simply staying operational
Why patient flow and schedule utilization matter more than most owners realize
The role marketing can play in growing enterprise value versus buying more technology
How practice owners should think about free cash flow after taxes, debt service, and reserves
The dangerous feedback loop created by depreciation-driven purchasing decisions
Why many owners underestimate the value of investing outside the practice
As always, we close the conversation with practical NBSs (Next Best Steps) to help owners think more intentionally about capital allocation decisions both inside and outside their practice.
Resources: Book a Triage call with Adam Download the Practice Owner's Financial Toolkit
20/20 Money Ultimate Financial Success Masterclass
OD Mastermind Interest Form
Check out Adam's new book: How to Buy an Optometry Practice
Four Levers in Retirement
IDOC
Simple Numbers, Straight Talk, Big Profits!
Simple Numbers, Straight Talk, Big Profits with Greg Crabtree
————————————————————————————— Please rate and subscribe to 20/20 Money on these platforms Apple Podcasts Spotify ————————————————————————————— For past episodes of 20/20 Money with full companion show notes, please check out our episode archive here!
Check out Adam's other podcast!
The Optometry Success Podcast Subscribe on Apple Podcasts: https://bit.ly/4tttng6 Subscribe on Spotify: https://bit.ly/4tuf0YM
More from 20/20 MONEY: The Business of Optometry
In this episode of 20/20 Money: The Business of Optometry, I'm joined by Nathan Hayes of Books & Benchmarks to go over their recently updated benchmarks analysis and unpack what the latest optometry practice data says about growth, overhead, and profitability. We discuss why a benchmark is a starting point, not a verdict on your practice, and why rising expense ratios may call for a closer look at revenue rather than an immediate round of cuts.
The most expensive professional service may not be the one with the highest price—it may be the one you mistakenly thought was a great deal.
What does it really take to build and lead a successful multi-location optometry practice? In this episode of 20/20 Money, I'm joined by Dr. Andy Yaryan, Dr. Jeni Kohn, and Dr. Patrick Curran, three experienced practice owners who offer an honest look at what is happening beneath the surface of a growing practice. We discuss the challenges that remain even after achieving visible success, including rising expenses, staffing and culture, shrinking margins, associate recruitment, and the danger of becoming complacent.
The most expensive mistake in your practice might be solving a problem you never proved existed.
The investments you own may be perfectly reasonable—and still be completely wrong for you.