We won't tell you what you'll sell.We'll tell you what already walks out.
About a third of the prescriptions an average practice writes are filled somewhere else. Put your own numbers in, and the only claim we make is how few of those would have to stay for this to break even.
Walking out the door today
$30,625 / month
- Prescriptions written
- 250 / month
- Filled in your optical
- 163 / month
- Filled somewhere else
- 88 / month
- Sold elsewhere, per year
- $367,500
< 1 more pair a month
OptoLearn pays for itself if your capture rate moves from 65.0% to 65.3%. That is the whole claim.
One pair keeps you $193 at the numbers above; the subscription is $149 a month. Of the 88 prescriptions leaving each month, that is one that would have to stay.
Not counted
On purposeSecond pairs, contact lenses and the upgrade to a better lens are all real money and all left out — each would need an assumed rate, and an assumed rate is a promise wearing a costume. The doctor and manager hours a new optician costs are real too, and they are on the evidence page rather than in this sum, because this product is bought for the bench, not for the onboarding.
What this model does and doesn't do
It multiplies your numbers. Prescriptions, times the share you don't fill, times your average sale, is what leaves. Your price, divided by what you keep on one pair, is how many pairs would have to stay. There is no benchmark in the arithmetic, no industry multiplier and no assumed uplift — the 65% average is a hint beside a field, and the field is yours.
The break-even framing is deliberate. A calculator that promises an uplift is asking you to accept that the product works before you have seen it work. A break-even move asks something smaller and more answerable: is it plausible that a bench which knows the plan and can quote the job keeps one more pair a month?
Three things it leaves out
- Second pairs, contact lenses, the better lens. All real money, all left out. Each would need an assumed rate, and an assumed rate is a promise wearing a costume.
- What a new optician costs to bring up to speed. Doctor and manager hours are real and the delegation figures are on the evidence page, but this product is bought for the bench, not for the onboarding, so they stay out of the sum.
- The cost of a wrong recommendation. A remake, a return, a patient who stops trusting the bench — each has a real price and no honest average, so none of them is in the arithmetic.