Buying an ophthalmology practice in 2026 is one of the biggest clinical and financial decisions you will make in your career. The stakes are high. You are not only acquiring equipment and charts, you are stepping into a reputation, a referral network, and a long term income stream.
At Dental & Medical Counsel, we work with ophthalmologists across the country on practice purchases, partnership buy ins, and succession plans. What separates smooth, profitable acquisitions from stressful ones is not luck. It is preparation, the right team, and a clear process.
Below is a practical, blog style guide that walks you through the major stages of buying an ophthalmology practice in 2026.
Before you fall in love with a specific practice, step back and ask what you actually want your life and career to look like over the next ten to fifteen years.
Do you want a surgery heavy practice with a strong cataract and premium IOL pipeline, or a more clinic based, medical retina and glaucoma focus
Are you hoping to grow into a multi location group, or do you prefer a single, high performing flagship location
How often do you want to be in the operating room
How important are teaching, research, or cosmetic services in your ideal mix
When you are clear about your clinical mix, lifestyle goals, and income expectations, it becomes much easier to evaluate whether a specific practice really fits you or just looks good on paper.
The ophthalmology world in 2026 is competitive and evolving. Private equity backed groups, consolidating networks, co management arrangements with optometrists, and an aging population all affect practice value and strategy.
As attorneys, we regularly see buyers underestimate how these trends affect:
• Referral patterns from local optometrists and primary care doctors
• Payer mix and reimbursement pressure
• Competition from nearby groups and hospital systems
When you look at a practice, you are not just buying last year’s revenue. You are buying into a local market with its own pressures and opportunities. A smart buyer evaluates both the internal numbers and the external forces around the practice.
Location still matters, even in a world of online scheduling and telemedicine. For ophthalmology in particular, demographics and population health trends are critical.
When you review a potential practice, think about:
• Age profile of the surrounding population and projected growth
• Presence of senior living communities and referral rich medical hubs
• Number and type of competing ophthalmologists and optometrists in the area
• Ease of access, parking, visibility, and proximity to your surgery center or hospital
A solid clinical practice in a shrinking or oversaturated market can be much harder to grow. A good practice in a growing market with an aging population and strong referral base can be a powerful foundation for long term success.
Ophthalmology practice purchases are not do it yourself projects. You will need an experienced advisory team well before you sign anything. At a minimum, that often includes:
• A healthcare lender who understands ophthalmology cash flow and valuation
• A healthcare attorney to negotiate the letter of intent, draft and review the purchase agreement, evaluate the lease, assist with corporate formation, and identify legal risk
• A CPA with experience in medical practices to analyze tax returns, financial statements, and tax structure
• Optionally, a practice management consultant to evaluate operations, staffing, and growth potential
Bringing this team in early prevents you from agreeing to terms that look simple now but create serious problems later.
Your letter of intent is the first formal step in the deal. It is not just a courtesy letter. It frames critical business terms and sets expectations for the rest of the transaction.
Key topics often addressed include purchase price, what assets are included, whether accounts receivable are part of the deal, basic transition expectations, and any non competition covenants.
This is also where buyers sometimes give away leverage by agreeing to terms that seem harmless but limit their ability to negotiate later. Having legal review at the letter of intent stage protects your bargaining position and helps you avoid unworkable structures.
Once the letter of intent is signed, you enter due diligence. This is where you move from high level enthusiasm to detailed verification. Done correctly, due diligence protects you from overpaying, uncovering surprises after closing, or inheriting serious legal problems.
Financial due diligence focuses on revenue trends, payer mix, collections, accounts receivable, and overhead. In ophthalmology, it is especially important to understand:
• Surgical volume versus clinic volume
• Dependence on specific payers or referral sources
• Frequency of premium procedures and cash pay services
• Upcoming capital needs for major equipment
Practice management due diligence looks at staffing, technician training, scheduling, recall systems, patient flow, and reputation. Long wait times, unstable staffing, or poor patient reviews may signal operational work you will have to tackle.
Legal due diligence examines corporate structure, licenses, regulatory compliance, HIPAA and OSHA practices, employment agreements, vendor contracts, surgery center or hospital arrangements, and of course the lease. This is where our team spends significant time, because hidden legal issues can be far more expensive than a few points of purchase price.
For most ophthalmology practices, the lease is one of the most important documents in the transaction. A strong patient base in a location you cannot keep is a major risk.
When we review leases for buyers, we focus on:
• Assignment and consent rights when the practice changes ownership
• Remaining term and renewal options
• Rent escalations and operating expense pass throughs
• Any relocation, recapture, or co tenancy clauses
If the seller owns the building, you will also need to decide whether you want to purchase the real estate, lease from the seller on a long term basis, or negotiate another structure. These decisions affect your cash flow, tax planning, and long term control over the location.
Even the best written purchase agreement does not guarantee a smooth transition. How the seller introduces you to patients, staff, and referral sources can significantly affect retention and early revenue.
Thoughtful buyers work with the seller on a clear transition plan that addresses:
• How and when patients will be notified
• Whether the seller will stay on for a period as an associate or consultant
• How staff will be retained, reassured, and onboarded into your policies and culture
• How referring providers will be introduced to you and reassured about continuity of care
From a legal perspective, this is also the stage where employment agreements, updated employee handbooks, and new policies need to be implemented correctly so you are protected from day one.
In our work with ophthalmology buyers, we regularly see a few recurring mistakes:
• Falling in love with a practice and skipping thorough due diligence to move quickly
• Treating the letter of intent as informal and locking in unfavorable terms
• Ignoring the lease until the end, only to discover landlord issues that delay or derail the deal
• Underestimating upcoming equipment replacement costs or technology upgrades
• Assuming staff and patients will simply stay without a thoughtful communication and retention plan
Most of these problems are avoidable with the right team and a clear process.
Buying an ophthalmology practice in 2026 can be the foundation of an incredible career. It can also become an expensive learning experience if you rush, rely solely on seller representations, or sign documents without proper review.
As healthcare attorneys, our role is to help you see the full picture, protect you from preventable risk, and structure the deal so that your hard work as a surgeon and clinician translates into long term security and value.
If you are considering purchasing an ophthalmology practice in the next year or two, this is the time to start planning, assembling your team, and understanding your options. The more prepared you are before a specific opportunity appears, the stronger your position will be when the right practice comes along.
Q: How long does it typically take to purchase an ophthalmology practice?
Most ophthalmology acquisitions take about 60 to 90 days from signing the letter of intent to closing. This timeline allows enough room for financial review, legal due diligence, equipment evaluation, lease negotiations, and transition planning. A rushed process is one of the most common reasons buyers miss red flags or overpay.
Q: What financial indicators matter most when evaluating an ophthalmology practice?
Pay close attention to surgical volume, payer mix, cataract and retina revenue, premium IOL trends, clinic productivity, accounts receivable quality, and overall profitability. These metrics show whether the practice is stable, growing, or declining. A strong clinic with weak surgical numbers may require more marketing and referring provider outreach to reach its full potential.
Q: How important is evaluating diagnostic equipment before buying a practice?
Extremely important. Major equipment such as OCT machines, visual field analyzers, biometers, topographers, lasers, and microscopes can cost tens or hundreds of thousands to replace. During due diligence, buyers should determine equipment age, service history, software compatibility, and expected lifespan. Equipment nearing end of life can significantly affect negotiations.
Q: Should I keep the existing staff when I buy an ophthalmology practice?
In most cases, yes. Technicians, scribes, and front office staff carry institutional knowledge that supports clinical flow, patient relationships, and surgeon efficiency. However, part of due diligence is determining if each team member fits your culture and expectations. Buyers should review pay rates, performance history, and whether updated employment agreements are needed.
Q: What role does the seller usually play after the sale?
Buyers often ask sellers to stay on for a short transition period to introduce them to patients, referring providers, and the clinical team. This can ease concerns for patients and referral partners. However, the specifics depend on your goals. Some buyers want a clean handoff while others prefer several months of overlap.
Q: How important is the lease in an ophthalmology acquisition?
The lease can make or break the deal. Without landlord approval, the transaction cannot move forward. Review assignment rights, remaining term, renewal options, rent increases, and any relocation or recapture clauses. A practice with great numbers but a problematic lease may pose long term risk.
Q: What should I look for in the seller’s referral network?
Sustainable ophthalmology practices rely on consistent referrals from optometrists and primary care physicians. Review how diversified the referral sources are, whether relationships rely solely on the seller, and whether referral trends have shifted. A practice dependent on one or two high volume referrers may require strategic outreach after closing.
Q: How do I verify that patient volume is as strong as the seller claims?
Request reports from the practice management system showing unique patients seen over the last 24 months, new patient counts, surgical case logs, and no show or cancellation rates. Compare these numbers to production and collections to ensure they align. Spot checking charts during onsite due diligence is also valuable.
Q: What are major red flags buyers should pay attention to?
Declining surgical volume, outdated or nonfunctional diagnostic equipment, unstable staffing, a problematic lease, upcoming large capital expenditures, poor patient reviews, and inconsistent financial records are all warning signs. Any of these issues may justify renegotiation or walking away entirely.
Q: Is it better to purchase the real estate or lease the space?
Both options have advantages. Buying gives you long term control and may provide additional income if you expand or rent out unused space. Leasing offers more flexibility and lower upfront cost. Your lender, attorney, and CPA can help you evaluate which option best fits your financial plans.
Q: What kind of legal issues commonly arise during ophthalmology acquisitions?
Unresolved compliance problems, improper corporate structure, expired registrations, missing HIPAA or OSHA documentation, problematic employee classifications, outdated vendor contracts, and unclear ownership of equipment or intellectual property are common issues. This is why healthcare specific legal review is essential.
Q: How do I ensure a smooth transition for patients?
Clear communication is key. Patients want reassurance that their continuity of care will remain stable. A thoughtful letter or email introduction, consistent messaging across staff, and timely follow up appointments help maintain trust. Most buyers also coordinate with the seller for joint communication.
Q: Do banks view ophthalmology practices favorably for financing?
Yes. Ophthalmology practices are considered strong lending candidates due to their procedural mix, predictable revenue, and strong demographic demand. Lenders look for stable cash flow, clean financials, a workable lease, and clear transition planning.
Q: When should I involve an attorney in the process?
As early as possible. Buyers often wait until the purchase agreement stage, but key mistakes happen earlier, especially in the letter of intent and lease discussions. An experienced healthcare attorney protects your position from the start and ensures the entire transaction is structured correctly.
At Dental & Medical Counsel, PC, we understand navigating the legal process can be tricky. We believe every dentist, optometrist, and doctor deserves the best advice and service, so they can focus on what they do best: treating their patients. We make their lives easier by providing expert guidance, so they can focus on their personal and professional aspirations. We are healthcare attorneys.
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About Ali Oromchian, Esq.
Your Dental, Optometry, Healthcare Lawyer
In addition to being a healthcare lawyer for almost 20 years, Ali is also a renowned speaker throughout North America, on topics such as practice transitions, employment law, negotiation strategies, estate planning, and more! Ali has helped thousands of doctors realize their professional goals and looks forward to aiding you in navigating the legal landscape.
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