Eyecare disrupted

What does it take to disrupt a traditionally conservative industry? For George & Matilda Eyecare, the answer lies in relentless ambition, a patient-first mindset and a culture that thrives on grit and innovation.

Despite rapid expansion – nearly 120 practices across Australia and counting – the company remains firmly grounded in its startup spirit, refusing to settle into the comfort of routine.

“When will we stop calling ourselves a startup? Never,” George & Matilda Founder and CEO Chris Beer tells The CEO Magazine.

“We continue adjusting our ambitions, so it always feels like we’re just beginning, no matter how much we’ve already achieved.”

Visionary growth

This mindset has fueled the company’s exponential growth and positioned it as a leader in the eye care sector. Over the past year alone, George & Matilda has acquired 34 new practices, pushing its reach to more than 140 communities. But these numbers tell only part of the story.

“This rapid growth strengthens our supply chain, unlocking significant value and expanding our ambition for continued growth in the future,” Beer says.

“And this progress represents a major shift in our ability to elevate eye health standards across Australia.

“Through this, we’re committed to driving innovation by increasing our investment in technology, which will enhance the patient journey at every stage of the process.”

An unwavering commitment to a ‘patient-first’ philosophy is at the heart of George & Matilda’s strategy. Every business decision, including the one to simplify their tech stack to provide a more engaging and flexible experience for patients, begins with one fundamental question: What’s in it for the patient?

“By prioritizing patient needs and experience at the forefront of everything we do, we ensure that every innovation, service or enhancement is designed to add real value,” Beer says.

“Of course, external challenges like rising living costs and other factors beyond our control can make it difficult to meet patient needs while running a sustainable business.

“But despite these pressures, our patient-centric approach remains the foundation of everything we do, driving us to continuously adapt and improve, as does the lifestyle of our patients.”

A shared vision

Beer is quick to add that George & Matilda’s success wouldn’t be possible alone. At its core, the company is a collective of independent practices, united by a shared purpose and goal.

“What sets us apart is our approach – we actively seek out the best independent practitioners and partner with them, giving them the advantage of scale,” he explains.

“This enables them to deliver greater value and enhanced experiences for their patients, while also empowering them to compete with the larger corporations, accessing resources and investments they might not have been able to secure on their own.”

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Perks like first access, ‘only at’ products and exclusivity are also available to each independent practice thanks to the company’s strong supplier relationships.

“A core driver of our success from day one has been our philosophy of building deep partnerships, rather than simply working with suppliers,” Beer says.

“This approach has led us to streamline our supplier base, fostering strong, mutually beneficial relationships that bring exclusive advantages. Our suppliers have the confidence of long-term certainty – today, our top 10 suppliers account for over 95 percent of our business.”

A prescription for success

Considering George & Matilda has cultivated a culture that thrives on risk-taking and entrepreneurial grit, this disruptor identity is the critical element needed to keep pushing for change in an industry that’s conservative by nature.

This notion is not lost on Beer. “It’s this exact mindset that has allowed us to achieve what no one else has been able to in the independent sector,” he says.

“This culture not only carries us through the challenging times but also drives us to maintain a sense of never settling and always striving for the next milestone. I believe we’ve only just begun when you consider the long-term opportunities ahead.”