On a busy street just off the circle in Tallmadge, there’s a multifaceted firm doing business as System Optics Inc.
Contrary to the name, the company doesn’t just meet the need for comprehensive optical, optometric and ophthalmologic services — the specialties on which Dr. Jerry Sude and Dr. Todd Beyer established the company in 1992.
The practice also includes laser vision correction surgery. Launched in 1998 under the banner of Refractive Surgery Associates, this division incorporates current medical technology and pre-operative, operative and post-operative care for patients who opt for refractive surgery.
And there’s a division that offers head-to-toe plastic surgery, which debuted in 1998 as Cosmetic Surgical Arts under the direction of Dr. David Dellinger, a plastic surgeon, and a full skin care center.
All these specialties are offered under one roof — a 13,000-square-foot medical facility which encompasses a reception area, optical dispensary and laboratory, examination and testing rooms, ambulatory surgery areas, and offices for the physicians, administrative, accounting and insurance billing areas.
Besides Beyer, Sude and Dellinger, there are two other physicians and 42 employees. Beyer is president and medical director; Sude is vice president and oversees the optometric division. Since the physicians are partners in this complex company, they’re essentially CEOs. But how do they compensate for the fact that they were trained as medical experts — not as business managers?
“It’s all about going out and getting the experts or consultants, and the best technology, to help us achieve our goals,” says Sude.
One of those experts is administrator Scott Weekley, who has a degree in industrial management and a decade of medical management experience. Sude credits Weekley for bringing order to what might otherwise be chaos. Weekley attributes the success of each practice area — and the business as a whole — to clockwork collaboration.
Cross marketing. Sude says a key to the company’s success is a focus on cross-marketing its different divisions. When a new offering is introduced, such as a lens warranty program or a new optic nerve analyzer, every employee is made aware of it, so they can promote new services to patients.
There’s also a patient training area where laptop presentations, lectures and seminars are presented about elective surgery offerings, and where patients can watch videos that explain the risks and benefits of the medical procedures.
Coordination. In addition to structured administrative systems, Weekley keeps checklists in the surgery areas to engender efficiency and accuracy — such as medical supplies lists, and chart audits to ensure the correct forms and health histories are in the chart of each patient scheduled for surgery.
“I also make sure we have the right people in the right positions, such as a director of nursing and managers in each of the divisions, and make sure they’re accountable for their duties,” he says.
Communication. “The physicians here are very interested in the business aspect, and we have a lot of meetings so they stay informed about what we’re doing in the facility, and so the managers know about all the new objectives,” says Weekley, referring to the weekly physician meetings and monthly managers meetings.
“And my door’s always open — so if an issue arises, we can address it immediately. We’re constantly communicating, educating, and we empower people to give us ideas.”
How to reach: System Optics, (330) 630-9699
