Eyeworld

WINTER 2026 | EYEWORLD | 51 C Contact Fram: nicfram@yahoo.com Thompson: vance.thompson@ vancethompsonvision.com Trattler: wtrattler@gmail.com Relevant disclosures Fram: None Thompson: None Trattler: None "Start with location, lifestyle, and com- mute," Dr. Trattler advised. "Think about where you'd enjoy living, and whether the practice's location would support the life you're trying to build." Just as important is understanding what you want from your career. Are you looking for a high-volume clinical practice? Do you want a strong surgical focus? What other priorities are important to you? Dr. Trattler also encouraged physicians to learn about the practice's history and whether its employed physicians tend to stay long term. Dr. Trattler pointed to the value of working with a consulting company, noting his own ex- perience with BSM Consulting. "You don't have to be your own negotiator," he said. A consul- tant can help physicians evaluate a proposed contract, identify questions they might not know to ask, and assess the practice's financial health and organizational structure. Clear, consistent communication is essential to building referral relationships and a strong professional reputation, Dr. Trattler said. He encouraged early career ophthalmologists to attend ophthalmic and medical society events to connect with colleagues, and keep referring physicians informed through timely letters, texts, or phone calls. He emphasized approach- ing these relationships with a spirit of collabora- tion, recognizing that a supportive community of eyecare professionals benefits both physicians and patients. "We're trying to build a positive experience for patients," he said. If referrals are going elsewhere, he suggested using that as an opportunity to improve the patient experience and strengthen communication, while always speaking respectfully of other physicians. Strong patient relationships are equally im- portant, Dr. Trattler said, crediting clear commu- nication and accessibility as meaningful contrib- utors to his success. Patients often feel uncertain or anxious before surgery, and knowing that they can reach their surgeon with questions or concerns can provide reassurance. Dr. Trattler gives his phone number to patients so they can contact him directly with questions. "Even with excellent care and thoughtful communication, however, some patients will be unhappy. Learn- ing how to respond with empathy is an essential part of practice," he said. Dr. Trattler described a patient who can- celed surgery after a frustrating experience in his office. He reached out to understand what had gone wrong and offer support, including recommendations for another physician. During the conversation, he learned that the patient had not fully understood some extra costs asso- ciated with the procedure. Taking time to clarify those costs and listen to the patient's concerns was an opportunity to show that he cared regardless of whether the patient returned. "You're going to run into those patients who are unhappy or that you have to talk through those issues with, so learning from that is important," he said. While training emphasizes clinical knowledge and surgical skill, navigating these conversations is learned through experience. Reflecting on his first 5 years in practice, Dr. Trattler described himself as "lucky." He knew where he wanted to practice and had an estab- lished mentor in his father, an ophthalmologist whose experience helped guide his early career decisions. He joined a large group of doctors in Miami, Florida, becoming the practice's 15th physician. For those considering starting their own practice, Dr. Trattler pointed to the experience of his wife, Jennifer Loh, MD, who built her practice after moving from Fort Lauderdale to Miami. Starting in a new market, she initially rented space within an existing practice, allow- ing her to establish her reputation and grow her patient base before moving into her own space. Over the past decade, her practice has grown to include three additional ophthalmic surgeons, one medical optometrist, and one part-time medical ophthalmologist, along with an expand- ed support staff. Her gradual approach allowed her to add space, equipment, and personnel as the practice grew. Dr. Loh joined a management services orga- nization that provided support with credential- ing, insurance contracting, and the EHR system. Access to that infrastructure reduced the need to hire dedicated staff for each function and supported the practice's growth. For early career ophthalmologists considering a similar path, her experience illustrates the value of starting with manageable overhead, expanding thoughtfully, and finding support for the business responsibil- ities of practice ownership.

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