summer 2013

leadership

Ophthalmic Women Leaders l advancement l community

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Summer a Season of Renewal Jan Beiting Woman to Woman: Intentional Networking to Support Career Excellence Marsha D. Link, PhD Becoming a Power Administrator Adrianne Resek Transformational Leadership: Be the Change Candace S. Simerson, COE, CMPE Getting to the C Suite Michelle Dalton, ELS Influences Bonnie Navarre, MBA Career Path: 3 Ways to be Better at Your Work Brad McCorkle

contents

Ophthalmic Women Leaders

leadership

advancement

community

Summer a Season of Renewal

Ah, welcome to the hot, languid, lazy days of summer! While Im not actually lounging around the pool with boat drink in hand (one does have to work, after all), there is a different quality to summer that is wonderful. Professionally, the deadlines ease up a little. The phone rings less often; everyone is on vacation. Personally, the organized sports are on hiatus, freeing up my familys evening and weekend hours. We reconnect with extended family and take some downtime at the beach, doing a whole lot of nothing. So, in many ways, summer feels like the season of renewal to me. Its a time for checking in on personal priorities, clearing out closets (literally and figuratively), and getting back to balance. It was in this frame of mind that I encountered an intriguing article in the stack of accumulated magazines I was working my way through: Bloomberg Businessweeks May 30 cover story (http://ow.ly/ncZUV), Alpha Dads: Men Get Serious about Work-Life Balance. Its a thoughtprovoking piece to add to all the articles weve seen lately about women leaning in or opting out. Im constantly inspired by how well the women of OWL manage to balance their workplace and home responsibilities. But I can only believe that balance will be much easier to find when we arent the only ones seeking it.

Jan Beiting, OWL President

OWL on

demand

With dozens of webinars ready to play back at your convenience, plus program materials, past publications and much more, www.owlsite.org is a tremendous professional development resource. Topics range from work/life balance and productivity to negotiation and workplace dynamics.

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to
By Marsha By Marsha D. Link, PhD

Woman to Woman: Intentional Networking to Support Career Excellence

With this summer editions theme of renewal, what better time to take a look at the ways you might renew your strategy on networking. Networking one of the core reasons why OWL was initially formed and an integral part of its community pillars is critical in developing ones career. At the recent ASCRS meeting, OWL presented a session on networking. Three OWL members Christina del Villar, consultant, medical marketing and practice development; Beth Marsh, vice president, strategic marketing and business development, Aciex Therapeutics; and myselfaddressed three important aspects of networking in a panel presentation.

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The principles of networking today have shifted away from a traditional model that emphasizes focus on oneself and amassing great numbers of contacts for short-term relationships and benefits. The current view of networking involves being intentional about ones goals for networking, investing in others to give in order to get value from networking, and building long-term relationships that have capacity for influence, problemsolving, and sharing of information. To increase the effectiveness of networking, one must be clear about ones networking goals. For some, networking may become a way to increase knowledge about a new area or industry. For others, networking can help discover new job opportunities of become a means of finding good mentors. Networking is easier for some people than others. If you are one of those people who think that networking is scary, you might want to spend additional time defining your networking goals and develop specific strategies to help you get started. For example, if you are attending a networking event, make a plan ahead of time to meet a specific number of people. Be intentional about the balance between talking and listening so you decrease the fear of having to be the initiator of the conversation.

Knowing yourself to know others

Building a network that works requires participation, organization, and discipline. Participation means that one commits to contributing at meetings, attending professional groups, and learning to ask relevant questions. Organizing the information you receive via networking whether organizing the business cards collected or the LinkedIn profiles of people with whom you want to connect is important. Using the electronic notes on your computer is a good way to keep track of networking information. Continued on next page

Getting started: Building a network that works

Woman to Woman

continued

Make sure that you allocate time for networking, framing it as an important professional development activity. Dont wait until you lose your job or need new business to start your networking efforts. When building a network, listen and understand what your connections may need and how you can help them achieve it. Be a matchmaker and send other colleagues and professional referrals to the person who needs them. Recognize that people respond to different communication media; ask your connections what they prefer, because it will be essential in future connections to know the type and frequency of communication that individuals want.

Networking requires participation, organization, and discipline.

Marsha D. Link, PhD

Above all, remember that networking is a social interaction and requires respect for people. Also remember to be your authentic self when you are networking. Sincerity and friendliness are always in vogue. When you need encouragement to network, remember that few skills become perfected unless we practice, practice, practice!

Many great ideas fail to come to fruition because of lack of follow-up. Networking is no exception. To leverage the benefits of networking efforts, it is critical that good follow-up tactics be developed and implemented. Here are a few suggestions that may help to leverage your network: At networking events, introduce two people to one another. This is a good way to practice giving in order to get. Where those two people take their relationship is up to them, but you will be the one remembered as the person who made the introduction. No later than 24 hours after the networking experience, connect with those you met. Be especially certain to follow up with those that you said you would. Contact one potential referral partner. This may be someone to whom you can send business or someone whose clients her firm can help. Make notes on your networking experiences. If you have a website, check it to be sure that it is current and working well. Thank the host of a networking event/experience. Expressions of appreciation are rarely forgotten. Above all else, keep thinking: What can I provide others, rather than what can they give me?

Leveraging your network: Following up to give and get

Putting it all together

Each of us needs to leverage our networking to meet our own unique goals. One way to categorize goals is to think of them in terms of high performance and high satisfaction. High performance goals are those directly related to work functions and outcomes. Developing strong ties to those who can offer new information and inspire innovation is important. Creating relationships with formally and informally powerful people are avenues for increasing performance through creating mentoring possibilities and collaboration opportunities. High satisfaction goals are linked to those things that make us feel good about ourselves and thus, propel us to new heights in our expectations and growth. Cultivating and sustaining those connections in our network that provide personal support, validate our work and experience, and enhance our sense of worth help us achieve these satisfaction goals. Connecting with people who will provide honest, candid feedback in a supportive way and who model a strong work/life balance are people critical to include in our high satisfaction networks. For a handout and a list of resources provided at this OWL session on networking, visit www.owlsite.org/ program-archives. n
Marsha D. Link, PhD, is principal of Link Consulting, Irvine, CA.

Becoming a Power Administrator

By Adrianne Resek

There is no doubt that the success of both small practices and substantial conglomerates requires the work of a talented practice administrator. A panel of OWL members presented their insights on how to become a power administrator in a course held at the recent ASOA meeting. Cristina Boggiano, BS, Ophthalmic Associates Jolynn Dobson Cook, RN, COE, CASC, Laurel Eye Clinic, Laurel Laser and Surgery Centers Candace S. Simerson, COE, CMPE, Minnesota Eye Consultants, PA Audrey R. Talley Rostov, MD, Northwest Eye Surgeons

Quest for essential qualities

As she begins her own succession planning, Jolynn Dobson Cook said, An administrator job is not for the Even the best administrator would have a hard time being faint of heart.She enumerated on the essential qualities an effective leader if surrounded by chaos. Defining the she seeks in her replacement, some easier to identify than lines of communication, the chain of command, naming others. The easiest to spot on a rsum the individual with responsibility and/or involve formal training and applicable authority for each role, and determining experience. Formal training or education the frequency, mode, and preferred in administration, human resources, and communication pattern for each situation is Emotional maturity, marketing are valuable skill sets, and some critical to the success of a practice. This also background in financial management is respect for others, helps remove emotional reactions and allow quickly becoming for objective evaluation by all parties. sacrifice, people skills, a necessity. A good administrator must also have a certain amount of experience with electronic health records (EHRs), with previous experience adopting a new EHR system being invaluable.

Communication, communication, communication

influence, attention to detail, tenacity, initiative, and optimism are all necessary on the job.
Jolynn Dobson Cook

In addition to the measurable assets above, there are a number of other personal characteristics that can make or break an administrator, and sometimes they are difficult to identify with just a rsum and a standard interview. Emotional maturity, respect for others, sacrifice, people skills, influence, attention to detail, tenacity, initiative, and optimism are all necessary on the job. Though the administrator must know how to manage the business side of things, if he or she cannot figure out how to motivate the staff and encourage the physicians, the practice will always fall short of its potential.

It is common for practices to start out as real mom-and-pop organizations with someone doing accounting, another person doing something else, but no definitive roles, responsibilities or human resources, Audrey R. Talley Rostov, MD said. Even in small offices, structure and organization are necessary to operate efficiently.

When Dr. Talley Rostov came on board at her current practice, she read books, enrolled in courses, and engaged executive coaches and consultants to help her practice develop a more defined business model. As the practice has grown, they are once again reorganizing and redefining roles and responsibilities, including moving toward an executive team and shareholders. To all those that think they already have a great system in place, Dr. Talley Rostov advised, If you are still operating the same way you did 10 years ago, you are not going very far. Continued on next page

Becoming a Power Administrator continued

A true leader
As the president and chief operating officer of a practice with more than 250 employees, Candace S. Simerson knows something about leading a workforce. And rather than tips on how to select top employees, she offers this recommendation. When something needs to change, you need to start with yourself, Simerson said. Consider how you may be contributing to the problem and what you, individually, can do to change. Do more listening and less talking, and you will realize that one person really can change a whole environment. Todays reality is that health care faces uncertainty and constant change, and a good leader has to juxtapose flexibility with stability, and internal focus with external focus. It is incredibly easy to stay so busy with daily tasks that there is no time to ponder future direction, but this diverts attention from the real issue. With both ourselves and our organizations, we tend to seek solutions to new problems by using the same old patterned response, Simerson said. The key to successful leadership is to take risks, step outside your comfort zone, and continually develop and reinvent yourself so that you can always offer a new perspective and a renewed energy.

Finding the Right Administrator

5 traits a practice looks for in an administrator:

1 Education and training

If a practice is hiring externally, they will look for an MBA or similar advanced degree. For internal hires a practice may promote someone from the team who either has training in human resources, supervision, and management or accounting.

2 Financial background

This experience is key to the role as an administrator oversees all of the practice financials including billing, collections, and accounts payable. The practice will also look at an administrators ability to collect and analyze practice financial data.

3 Leadership skills

Yoga and work

Being a successful administrator requires the evaluation and adoption of new ways of thinking and behaving. When Simersons executive coach asked her to start taking yoga classes, she resisted at first. But in keeping with her pledge to get out of her comfort zone and take some risks, she started attending classes and discovered that practicing yoga was more for teaching her how to relax and focus rather than exercise, and she gained new insights from the experience. To summarize this wealth of advice: start with yourself; what can you personally do to improve a situation or relationship? See things from others perspectives, engage in constructive criticism, create protocols, invest in infrastructure, and keep an eye on the future so that change can be made as necessary. Just as achieving yoga posture signifies the elimination of mental agitation and emotional reactions, a successful administrator is proactive rather than reactive. For a handout and additional resources that were provided at this OWL ASOA session, visit www.owlsite.org/program-archives. n

A practice will seek out an effective communicator and someone who is innovative and insightful; a motivator that will simultaneously serve as a practice and patient advocate.

4 Marketing background

Administrators are responsible for overseeing the development and implementation of new markets and services.

5 Professionalism

Includes character qualities such as selfdiscipline, organization, and analytical abilities. Trustworthiness and a strong code of ethics are assets for overall success in the administrator role.
Cristina Boggiano, BS, Ophthalmic Associates

Candace Simerson

Transformational Leadership: Be the Change

By Candace S. Simerson, COE, CMPE
Todays reality is that the state of health care faces uncertainty and constant change. In an environment filled with turmoil, it is easy to get consumed by fear and become immobilized until forced to change. One choice is to spend time and energy blaming external factors that are out of ones control. Or one could take a risk and step beyond the comfort zone without really knowing how it will turn out. The natural tendency is to become rigid and seek solutions to new problems using a routine patterned response. As times change, the needs of an organization change and old behaviors no longer produce the desired result. It is possible to transform the organization, but only if we begin by reinventing ourselves. Our internal voice tells us to do something different, but our courage fails. We know things need to change, but where do we start? Venturing outside of the usual boundaries and habits will change our perspectives. Ultimately, it will change our ways of thinking and behaving. We are conditioned to believe we are in control and that achieving perfection is possible. Consequently, we are constantly telling ourselves when things go wrong that if only we had handled it another way, the outcome would have been different. the appropriate response is to fix the problem quickly so it never recurs. When something goes terribly wrong, our natural inclination is to dissociate, if at all possible, to avoid any pain or discomfort. We feel we have failed, especially if theres no way to manage the situation to turn it around so we feel good. Can we stop the habit of thinking each time we should be able to save the day and avoid disaster? We can make ourselves miserable or we can choose to believe that whatever occurs is not the beginning or end, instead it always works out. When something happens, what would happen if we were just to stay with it and see what we can learn from the experience rather than thinking we have to control the chain of events?

Growth opportunity
View it as an opportunity to enhance knowledge and wisdom. Think about the typical reaction to a situation and ask can it be changed? Instead, consider how this situation could help relate to what happens next. It will change perspective and behavior. There will always be the next crisis to be solved. Things come together and then they fall apart again. In todays work environment, there is no end to the influx of information to monitor and projects on the to-do list. Being present can be difficult, with the mind going in so many different directions. It is imperative to take the time to listen more and speak less. Stop the self-talk, listen carefully, and stay in the moment. Things arent always what we think. Keeping an open mind and listening will bring a wealth of new knowledge and a fresh perspective. If we teach ourselves to slow down our thoughts and make a concerted effort to change our states of mind, we can enjoy the moment for what it is.
Continued on page 8

Change is a constant
The truth is that we really dont know how things will turn out. A huge disaster may produce a significant opportunity or a new beginning. We should modify our thinking to accept that life is unpredictable and will constantly be in transition. Is it possible to relax, lighten up, and keep our minds open to experience whatever happens next? In any organization, big and small problems occur every day. Theres no need to create situations to push us to the limit. We believe 7

Getting to the C Suite

By Michelle Dalton, ELS
Ever wonder how a CEO or any chief got those promotions that led to the executive chambers? Or what sacrifices he or she may have made to be considered C suite material? Or when he or she started planning and preparing for an upper management position? Numerous OWL members did; hence, an OWL Executive Roundtable on the topic during ASCRS brought incredible insights from those who have already walked that path. Susan Benton, executive director, global business development, Bausch + Lomb Pharmaceutical Division, said that women may make up 50% or more of the managerial roles in business, but they tend to have shorter tenures in executive management than their male counterparts. My interest is in understanding what holds women back from achieving the top office and what businesses can do to break down the barriers to advancement for women, she said. For women starting out in their careers, decide if you want to be in the C suite, said Terry Thomas, president/managing partner, Thomas Resource Group. Talk to people within your organization that have moved up the ladder particularly those with your same profile. Expect to hear about playing business politics and the pressure of choosing sides, and the responsibilities (read: extra hours) it takes, he said. But the bottom line is, be really good at what you do, he said. Have expertise in a functional area maybe in marketing, maybe in sales, maybe in finance, maybe in research and development, maybe in regulatory but become a functional expert first. Then, show you can get results in your area of expertise with confidence. Then move toward general management, ask for rotation into other functional areas. Those experiences will help build your own confidence, said William J. Link, PhD, managing director, Versant Ventures. You have to have the ability to make the tough decisions, she said. You need to have conviction in your decisions and stick with them even if theyre not popular. But make sure to back up an unpopular decision with facts and remedies. Always have the answers, she said. It doesnt mean not to ask questions, but have potential responses as well. Be honest with yourself, Dr. Link said. The more insightful we are about our own skills and capabilities, the better chance we have of utilizing and amplifying those skills and capabilities, he said. Demonstrate communication and leadership skills by working with members outside your own department. You dont have to be someones boss to be a leader, Dr. Link said. Motivating your team (whether its direct reports or colleagues working on a project together) is truly the only way to be successful, Jorn said. You cant do it by yourself, and thats what separates the truly successful from the rest of the pack, she said. You have to be willing to hire someone that is actually better than you. Develop that person, and you know work with your team because if you think you can get to the C suite by holding others back or being an individual contributor, you are never going to make it. You will drown in work and you will burn out.

Focus on developing not only your functional area of expertise, but pursue areas that allow for a more general management or opportunities to work on strategic initiatives that are important to the business, Benton said.
By the time youre in middle management, be the energizer and not an energy absorber, said Deborah A. Jorn, global vice president and chief marketing officer, Bausch + Lomb Pharmaceutical Division. Understand the room, understand the politics. Understand what your people are thinking and what upper management wants. As a woman, however, the number one trait Jorn said is a requirement for success is managerial courage. People who always opt for consensus management are not going to get the promotions.

Getting to the C Suite

continued
Though some may not be comfortable patting themselves on the back, building your own brand is key to achieving corporate success, Jorn said. You cant say, Well, I work really hard and I do a great job and management should come looking for me. It doesnt work that way.

Transformational Leadership continued

Building awareness
If we want to be more positive going forward, it will be a result of our aspirations to be more positive today. If we are conscious of our reactions, judgments, and behaviors, we can catch ourselves falling into old patterns of behavior. Modify habits to achieve a different outcome. For example, perhaps the usual mode of communication is e-mail. Its fast and easy. However, for delicate issues it results in numerous e-mails flying back and forth, many times resulting in hurt feelings and eventually the need for a phone call or face-to-face meeting. We may discover that it only take a few minutes of interactive conversation to resolve sensitive matters without the negative effects of e-mail. The next time a similar controversial issue occurs, choose to pick up the phone or walk down the hall to talk to the person. Becoming more aware brings a fresh new perspective, bringing to light better ways to challenge the status quo. Its easy to become overwhelmed or disconnected when we stop growing. Life is full of choices, but the ability to make thoughtful choices is rooted in awareness. The road to future success begins with individual transformation. It means stepping out of the comfort zone, taking risks, and reinventing ourselves thinking in other ways. At this point we begin to view the world differently, eventually realigning ourselves with the surrounding environment. Now we can begin to lead effectively and empower other people in the organization. By having the courage to change ourselves, we model the behavior we are asking of others. n
Candace S. Simerson, COE, CMPE, is president and chief operating officer of Minnesota Eye Consultants PA.

The biggest mistake people make is thinking that hard work alone and a good performance evaluation is enough, she said.
You have to have the interpersonal skills, the emotional intelligence, and build your brand cultivate it and network like hell, she said. Never underestimate the power of a good boss, Thomas said. Make working for good people a much higher priority than how much youre making, he said. You dont have to like your boss, but you do need to learn something from him or her. Desire, resilience, persistence, and love of work are key strengths that fuel success, added Benton. Getting results and the willingness to take risks is what separates the average performers from the great performers. Generate positive energy by loving your work and the believing that you can and are making a difference, she continued. You also need to have a thick skin in terms of overcoming adversity and being resilient. You need to be not afraid to take a risk, and if you fail you need to learn and grow from the failure. Finally, what might prevent someone from achieving the goal? Negative emotional displays, Jorn said. Anger, frustration, or an inability to work in the matrix and really collaborate is going to be a serious downfall. For a handout and additional resources that were provided at this OWL session, visit www.owlsite.org/program-archives. n
Michelle Dalton, ELS, is founder of Dalton & Associates, Reading, PA.

References 1. Quinn RE. Deep change: Discovering the leader within. San Francisco: Jossey-Bass; 1996. 2. Chodron P. When things call apart: Heart advice for difficult times. Boston: Shambhala; 2002. 9

Michelle Dalton

Bonnie Navarre

JOIN US in New Orleans

Here are the inspirational books OWL members are raving about this summer.

November 17 and 18
How To De-Stress Your Life by Gregory L. Jantz, PhD
With the pace we go at, the practicality of this book on controlling our responses and walking the path of serenity in the midst of the chaos is just what the doctor ordered. Sandy Boles, Abbott Medical Optics

Lone Wolf by Jodi Picoult The author has a gifted way of bringing readers into the mind of her characters and allowing us to be part of the book in a very unique and intimate way. We dive in to understand the position, the culture, the personalities, the intangibles of situations. This allows for clients to feel like they are part of a multi-faceted fit whose story of collaboration, results, and integration is what delivers for everyone at the deepest levels. Amy Evans, The Eye Group Rework by Jason Fried and David Heinemeier Hanssont I love this book for teaching me how to use my strengths to be more creative and productive, while making life more balanced and enjoyable. It turns traditional business views upside down, chiding meetings and business plans. Kristen Ingenito, Market Scope LLC Be Excellent at Anything: The Four Keys To Transforming the Way We Work and Live
by Tony Schwartz (Previously titled, The Way Were Working Isnt Working) This author has a unique way of boiling it all down and reminding us that in order to maximize our performance in professional or personal situationswe must have in place a system for renewal. Heather Ready, AcuFocus

Were planning a host of OWL activities during the AAO annual meeting, from Executive Roundtable and member meetings in the OWL Office at the New Orleans Morial Convention Center to our signature Monday night reception held jointly with Women in Ophthalmology at the nearby Marriott. Join us for inspiring, energizing and career-building events! Check www.owlsite.org for more details and to register for programs. Space is limited and membership restrictions apply. n

OWL Executive Director Molly Schar Editor-in-Chief Sheryl Stevenson Graphic Design Jody Christensen-Crocetta, C2 Design Contributors Jan Beiting Cristina Boggiano, BS Michelle Dalton, ELS Marsha D. Link, PhD Brad McCorkle Bonnie Navarre, MBA Adrianne Resek Candace S. Simerson, COE, CMPE

One Nation Under Sex by Larry Flynt and David Eisenbach, PhD
This book is one I discovered by hearing their compelling interview on NPR. It is a well-referenced peek behind the White House bedroom curtains and documents how secret passions have shaped public life. They show how private affairs have driven pivotal decision often with terrible consequences. Marguerite B. McDonald, MD, FACS, NYU Langone Medical Center, Tulane University Health Sciences Center, and Ophthalmic Consultants of Long Island n
Compiled by Bonnie Navarre, MBA, Abbott Medical Optics.

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3 Ways to Be Better at Your Work

By Brad McCorkle

Career Path:
1. Work passionately

I know youve heard this before. But seriously, are you passionate about our industry, or more importantly your role in your organization? Most people choose their jobs based on things like security, comfort, or just wherever they happen to land. Thats not good. Americans work more than anyone else. We work longer days, vacation less, and retire later. Time is precious, and we spend too much of it working to do something just for a paycheck. It often takes bold steps to make a change, but it begins with reflection. How do you really feel about your job? If its predominant redeeming quality is the paycheck, you may need a change. Your success depends on it; your family, your employer, and most importantly, you, will thank you.

2. Be a friend

Ive found that one of the quickest ways to energize myself is to reach out to someone in need. Helping someone in need probably makes you think of volunteering at the soup kitchen or helping the homeless. Those are certainly good things to do, but dont forget about your workplace. Theres no question that every single person you work with is in need in some way. Maybe its the intern whos in need of a mentor, a peer going through a personal difficulty who needs someone to lend an ear over lunch, or a new employee who needs to feel welcomed. Investing in those who work with and around you will provide a greater sense of purpose for why you to come to work everyday, and it may surprise you who benefits the most from lending a hand.

3. Demand excellence from yourself

When I was younger, I had a couple of jobs that didnt require excellence. These jobs didnt demand much creativity, dedication, or outside-the-box thinking. It was to my detriment, however, that I didnt require those things of myself. I had to grow up a little in order to understand the personal benefits of expecting more of myself. When I deliver more than is expected, I feel good. The feelings are exponential, because excellence typically gets you noticed. Who doesnt want to go to a place where you are successful, appreciated, and needed? Even if you dont feel appreciated or noticed for your hard work, at least you can take personal satisfaction in knowing youve achieved excellence. n
Brad McCorkle is founder of Local Eye Site.

Further reading Does Being Passionate About the Work You Do Increase Your Chance of Success? http://ow.ly/nIftx The Workplace Myth That Could Kill Your Career http://ow.ly/nuwu4

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Brad McCorkle

OWL Leadership
Board of Directors
Jan Beiting President Principal, Wordsmith Consulting Susan Benton Member at Large Executive Director, Business Development, Bausch + Lomb Pharmaceuticals Laurie Brown Membership Chair Administrator, Drs. Fine, Hoffman & Sims, LLC Annamarie Hastings Member at Large Manager of Global Programs, American Academy of Ophthalmology Marsha D. Link, PhD Vice President/President-Elect Founder & Principal, Link Consulting Beth Marsh Development Chair Vice President of Business & Corporate Development, Aciex Therapeutics, Inc. Georgette Pascale Secretary President & CEO, Pascale Communications, LLC Jane Rady Member at Large Divisional Vice President, Business Development, Abbott Medical Optics, Inc. Heather Ready Treasurer Director of Commercialization, Canada & Latin America, AcuFocus Julie Speed Member at Large Director of Marketing, IOLs & Refractive, Alcon Laboratories, Inc. Sheryl Stevenson Publications Chair Content Channel Director, Ophthalmology Times

Committee Members and Volunteers

Regina Boore, Progressive Surgical Solutions Sherri Boston, Allergan Katie Cannady, Market Scope, LLC Isabella Crawford, TearScience Inc. Michelle Dalton, Dalton & Associates Christina del Villar, Medical Marketing & Practice Development Amy Easterly, Lumenis Michael Elofer, Pascale Communications, LLC Tamara Evans, Ceatus Media Group Barbara Fant, Clinical Research Consultants, Inc. Doral Fredericks, Bausch + Lomb Jamie Hall, Pascale Communications, LLC Kathryn Hatch, Talamo Hatch Laser Eye Consultants Diana Hatsis, Chiltern International Diane Houtman, Advanced Vision Research Amy Jacobs, Sandbox Strategic Tracy Kenniff, Eye & LASIK Center Jennifer King, Solomon Eye Physicians & Associates Jessica Lai, Vmax Vision Susan Lee, Allergan Natalie Loyacano, VitreoRetinal Eye Center Tomi Luan, Bausch + Lomb Terri Malone, Johnson & Johnson Brad McCorkle, Local Eye Site Cheryl McKinnon, Coopervision Yari Mitchell, AcuFocus Susan Moreira, Beaver-Visitec International Bonnie Navarre, Abbott Medical Optics Rebecca Novack-Hussain, Ophthalmology Times Allison Potter, Pascale Communications, LLC Christina Psalms, SightLife Adrianne Resek, Self-Employed Janet Richardson, Abbott Medical Optics Erin Schallhorn, Alcon Kara Stephens, AcuFocus Megan Sweeney, Sequenom, Inc. Kathleen Terlizzese, TBI/Tissue Banks International Shelley Thunen, Endrologix Ashley Tuan, Nexis Vision Maureen Waddle, BSM Consulting Tina Williams, WaveTec Vision Katherine Wiseman, DevicePharm

Advisory Board
Tara H. Capalbo Mary DArdis Adrienne Graves, PhD Jaci M. Lindstrom James V. Mazzo Marguerite B. McDonald, MD Susan Orr, OD

Staff
Molly Schar Executive Director Marja Ernst Membership Coordinator De Ann Jones Fiscal Manager

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