Design That Drives Business Growth for Independent Opticians – SEIKO Podcast with Dean Waugh

Recently, our Creative Director Dean Waugh was invited to the SEIKO Academy to explore a topic that’s becoming increasingly important in today’s market: how strategic design can help independent opticians differentiate, improve the patient journey, and drive measurable business growth.

With consolidation continuing across the sector, independent practices face a clear challenge – how to define their position, communicate their value, and create an experience patients can’t get elsewhere.

Below is an edited transcript of the conversation between Jonathan Cohen, Commercial Manager Seiko Vision UK and Dean, discussing why optical practice design is not just about aesthetics – it’s about strategy, performance, and long-term return on investment.

Why Differentiation Matters in the Independent Optical Market

Jonathan (SEIKO Optical): With increasing consolidation across the optical market, we believe independent practices need to be almost obsessive about differentiation. Do you think design plays a role in that strategy?

Dean Waugh: Absolutely. Ten or twelve years ago, when we first started working in optics, many independent practices looked identical — white walls, clinical lighting, standardised fittings, little sense of brand identity.

At the time, most spaces were guided by shopfitters. But shopfitting and design are very different disciplines. Shopfitting installs. Design begins with strategy.

For independent opticians, differentiation is essential. Your physical space is one of the most powerful tools you have to communicate who you are, who you serve, and why patients should choose you.

Strategy First

Jonathan: If an optician decides they want to refresh their practice, where should they begin?

Dean: Strategy comes first — always.

• Where do you want your business to be in five or ten years?
• Who is your ideal patient?
• What do they value?
• What is their level of spend?
• Where else do they shop?

Without that clarity, design becomes decoration. And decoration doesn’t drive commercial results.

Design that works commercially must support business ambition — whether that’s moving slightly upmarket, introducing premium eyewear collections, or repositioning around clinical excellence.

Learning from Outside Optics

Jonathan: You’ve worked across multiple sectors. How does that help independent opticians?

Dean: It’s a huge advantage. We don’t just design opticians — we work in mainstream retail, health and wellbeing, hospitality, and branded environments.

All retail shares similar principles: customer flow, emotional engagement, product presentation, lighting, zoning.

When we bring ideas from outside optics — whether from fashion retail or experience-led environments — it stops optical practice design becoming formulaic. It introduces fresh thinking.

Avoiding the Common Traps

Jonathan: Where do practices sometimes go wrong?

Dean: Skipping strategy.

We’re often brought in late on projects where there’s been no clear conversation about brand positioning. The physical space and the identity must align.

Another common trap is trying to appeal to absolutely everyone. While practices serve a broad audience, there is usually a core segment — patients serious about their eye health, willing to invest in quality eyewear, and looking for expertise.

When you identify that segment clearly, the design becomes sharper and far more effective.

“Will I Alienate My Existing Patients?”

Jonathan: Some long-established practices worry that evolving their space could alienate existing patients.

Dean: It’s a very common concern.

But often the existing space is already outdated — oversized counters, cluttered displays, poor lighting. When design is handled strategically, it elevates the experience rather than excludes people.

Good optical practice design isn’t about going extreme. It’s about alignment. If we define the strategy properly, we’re not going to suddenly alienate people — we’re going to create a clearer, more confident environment that supports both existing and new patients.

Designing the Patient Journey

Jonathan: Can you talk about what makes a good or bad patient journey?

Dean: The journey begins the moment a patient walks through the door.

We focus on zoning:

• Decompression zone – allowing patients to orient themselves.
• Reception placement – avoiding barriers immediately inside the entrance.
• Clear brand messaging – especially behind the counter.
• Waiting areas – avoiding placing patients on display in the window.
• Dispensing areas – the most commercially important part of the journey.

Dispensing is where the real value lies. It’s the one-to-one consultation moment. It should feel calm, considered and personal.

We’ve created projects with semi-enclosed dispensing booths, acoustic treatments, softer lighting — spaces where patients feel valued and comfortable investing in premium eyewear.
When dispensing is done well, it transforms both experience and revenue.

Investment: What Does a Design Project Cost?

Jonathan: Let’s talk about financial considerations. What level of investment are we talking about for a design and build project?

Dean: It varies significantly depending on size and scope. Typically, we see projects ranging from around £50,000 through to £300,000.

That depends on:

• Square metre size
• Structural changes required
• Level of finish
• Brand repositioning
• Clinical room upgrades

But the key point is this — investment should be strategic.

You don’t need to overspend everywhere. You focus on the areas that deliver the greatest return. And in optical practices, that is often the dispensing experience.

Return on Investment: Does Design Actually Increase Sales?

Jonathan: Have you seen tangible financial improvements following redesign projects?

Dean: Yes — and that’s the most important part.

We’ve delivered projects where clients have seen significant increases in sales and profit after a full design and build programme. That often comes from:

• Improved frame presentation
• Clearer zoning
• A stronger premium positioning
• Enhanced dispensing environments
• Better lighting and product visibility

When the environment supports the price point and the team feels confident within the space, it directly influences commercial performance.

Good design supports margin.

Risk Management and Value Engineering

Jonathan: How do you help clients manage risk and stay within budget?

Dean: This is where value engineering comes in.

Value engineering doesn’t mean cutting corners. It means carefully reviewing materials, finishes, and construction methods to ensure money is being spent where it matters most.

As a design agency, part of our role is guiding clients through the entire build process — identifying cost-saving opportunities without compromising the strategy.

We’ve helped practices achieve ambitious repositioning within strict budgets by making smart decisions around materials and phasing.

Risk reduces significantly when you have a clear plan, detailed drawings, and a structured build programme.

Closing Thoughts for Independent Opticians

Jonathan: What would your closing advice be for independent opticians considering a design project?

Dean: Have the conversation.

Be honest about where your business is now and where you want it to go. Don’t approach design as a cosmetic refresh — approach it as part of your business strategy.

A well-designed optical practice enhances the patient journey, supports your team, builds confidence in your expertise, and ultimately drives business success.

Design that delivers results is never accidental. It’s strategic, considered and commercially focused.

For independent opticians navigating a changing market, the question isn’t whether design matters – it’s how intentionally you use it.