Scaling Smart: Dr. Thanh Mai on Building Practices That Thrive
Dr. Thanh Mai’s career in optometry started with a familiar story: growing up with poor vision and frequent visits to the optometrist. But what set his path apart was the environment he experienced while shadowing in private practice. The staff were energized, the patients were happy, and the work was meaningful. That was the spark: he wanted to recreate that atmosphere in his own practice.
From Cold Start to Culture Builder
Instead of buying an existing office, Dr. Mai chose to launch his practice cold. That decision gave him a crash course in every role, from doctor to manager to marketer. It also helped shape the culture he wanted: an environment where patients felt cared for and staff felt empowered.
Opening from scratch also forced him to think about leadership early. Success, he found, required much more than clinical skill. It demanded strong systems, intentional management, and the willingness to lead.
The Real Challenge: Leading People
At first, Dr. Mai assumed that attracting patients would be the hardest part of running a business. He quickly learned that the real challenge is managing and growing a team. Building a thriving practice meant hiring intentionally, investing in development, and trusting staff to do their jobs.
He emphasizes empowering people over micromanaging them, even if it requires higher upfront investment. An “A-player,” he notes, is worth several average ones, both in productivity and in the culture they create.
Why Time Management Matters
Dr. Mai is adamant that growth requires making time for leadership. His reminder is straightforward: if training, strategy, and management aren’t on the calendar, they aren’t priorities. For him, stepping back from five full days of patient care was necessary to create the space to lead, plan, and scale the business.
Smart Growth Through Mergers and Acquisitions
After establishing his first location, Dr. Mai expanded through mergers and acquisitions. His approach is deliberate: he looks at financial health, specialties that differentiate the practice, and “key-man risk” — whether the practice is too dependent on the original owner.
By plugging new offices into established systems for billing, phones, and marketing, he creates efficiencies while preserving culture. At the same time, he makes sure staff feel supported and patients continue receiving the same level of care.
Building for the Future
For clinicians considering growth, Dr. Mai recommends having a clear roadmap. A three-year plan should be specific, while a ten-year vision provides longer-term direction. Mentorship is also critical. Just as top athletes work with coaches, he believes practice owners benefit from guidance from those who’ve done it before.
Equally important is an evolving organizational chart. As practices expand, leadership and decision-making must shift to prevent burnout and ensure stability. Growth, Dr. Mai argues, isn’t about working harder. It’s about building smarter systems and stronger teams.
Dr. Thanh Mai shows that successful practice growth is less about chasing patients and more about leading people, designing systems, and investing in the right team. With intention and structure, scaling becomes not just possible, but sustainable.