Eyeworld

74 | EYEWORLD | FALL 2025 P RACTICE MANAGEMENT do business with us with our current technolo- gies. So we wanted to determine what was the best technology to use for our patient experi- ence," Ms. Flint said. "We identified the need to change technologies and adopt a new platform." Ms. Flint said the practice group was using 4–6 software platforms to perform daily work. This all came with multiple logins, passwords, workflows, integrations, support teams, and subscriptions. Too many workflows, Ms. Flint said, were affecting the patient experience. "Our need was for a better practice workflow soft- ware solution," she said. In the adoption phase, the team began with a workflow audit, gaining an understanding of what was and was not working, measured what matters, and consulted with peer practices they trusted. To implement a change based on what they learned, Ms. Flint said they knew they needed a partner platform that would work across multiple practices with complex work- flows. "We needed some ability to configure to keep it specialized to our practices and make it feel like it was still local to the brand but to have something that's easy to be duplicated," she said. After identifying Promptly as a solution, the practice group's implementation included creating a cross-functional team of super users who would champion the project. "Once you implement into one practice and it goes really well, pulling that team into the next group, they become your champions at that next site or location," she said. She said continued education for the staff on the "why" behind the project and an empha- sis on defining success by stages (progress, not perfection) was also helpful. At the integration stage, Ms. Flint said it's important to ask the hard questions early and learn the support process. It's also important to collaborate with partners to create detailed pro- cess documents to help the team integrate new workflows. In addition, the team built feedback loops with practice users. Since adopting, implementing, and integrat- ing Promptly, Ms. Flint said the regional practice group consolidated 6 platforms, resulting in an expected $500,000+ in savings in 2026. Man- ual work was reduced by 25% or more through automated workflow tools. In addition, no- show appointments were reduced by 50%. The practice expects to gain 50% more functionality, save more than 5 minutes per patient at check- in, and it negotiated a better credit processing rate. "Technology should make things easy for patients, convenient for staff, and the right technology can improve the staff and patient experience," Ms. Flint said. 'Bringing Light to Life' As the title of her presentation, "Bringing Light to Life," suggests, Kasey Gantz, COO, Alliance Vision Institute, said this is what the Light Ad- justable Lens (LAL, RxSight) did for her practice a couple of years ago. "We believed the lens technology was aligned with the practice's mission and the mission of our surgeon, and that was to bring the newest technology in a state-of-the-art way and obviously have clinical efficacy and safety behind it," Ms. Gantz said. Their adoption of the LAL was done with minimal disruptions, but Ms. Gantz said the adoption was done very strategically, staged, and slowly because they wanted to make sure they were getting the outcomes they wanted for these patients. "We are a practice that comanages care with external OD offices, so initially we didn't comanage these lenses. The reason we chose to do that was because we wanted the ability to watch the surgical outcome and manage the adjustment period for a patient," she said, not- ing this was done for the first 10 patients before they developed a comanagement strategy. During the adoption phase, there were clinical flow nuances in the postop period that required attention. She said RxSight's support team was invaluable with ideas to help with clinic flow. Ms. Gantz also emphasized the im- portance of whole-team education for success of onboarding a new technology. In the integration phase, Ms. Gantz said it was important to be patient during workflow optimization, and both ODs and MDs were trained to perform the Light Delivery Device adjustments. The decision to adopt through full capabil- ity with the LAL, Ms. Gantz said, was between 90 and 120 days. "Within the first year we gained hundreds of happy patients. It quickly became the top lens that we were converting," she said. continued from page 73

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