Females on the Forefront of Optometry

Women have slowly but surely been increasing their representation in optometry; the most recent class to enroll across North America was 70% female.¹ Not only that, but women are increasingly occupying top positions at universities and organizations of optometry. Modern Optometry (MOD) spoke to several of these trailblazers and now shares their journeys and takeaways with you.

Catherine Manthorp, Senior Editor

MOD: TELL US ABOUT YOURSELF.

Dori Carlson, OD, MAL, FAAO: I grew up in Minnesota and attended undergrad at North Dakota State. After graduating from Pacific University, I did a residency at the American Lake and Seattle VA hospitals. During school, I met my husband (who happened to be from North Dakota), and after we graduated, we opened a practice in a hospital in a rural community in northeastern North Dakota. Three years later, we purchased an existing practice in a neighboring community. We now have two locations and 14 employees. We also got involved in our state optometry association and both served as president at some point. My presidency led to me volunteering for the American Optometric Association (AOA).

Jennifer Coyle, OD, MS, FAAO: I grew up in Alaska and began my undergrad experience in California. I transferred to Pacific University and graduated in 1993. I completed my Doctor of Optometry and Master of Science in Clinical Optometry at the Pacific University College of Optometry (PUCO), and I am now the 18th president of Pacific University and the first alumna to be appointed to the position. Prior to this role, I served as dean of the Southern California College of Optometry at Marshall B. Ketchum University from 2019 to 2022, dean of PUCO for 12 years, and the first female president of the Association of Schools and Colleges of Optometry (ASCO) for two terms (2013 to 2015).

Julie Schornack, OD, MEd: I grew up in Chicago, went to Loyola University for undergrad, and then attended the Illinois College of Optometry. I started my career in academia at the Southern California College of Optometry as a faculty member in the Cornea and Contact Lens Service before getting involved at Marshall B. Ketchum University. Over the 38 years I have been at the University, I have served in several administrative positions and am now president.

MOD: HOW DID YOU COME TO BE IN YOUR ROLE? WHAT DID/DOES THIS POSITION ENTAIL?

Dr. Coyle: After 16 years as an optometric educator, I decided to embrace a new challenge and become an administrator. I began as an associate dean at PUCO in 2005 and was appointed dean in 2008. I joined the ASCO board and quickly became engaged in various projects and discussions. The leadership opportunity to join the ASCO executive committee as an at-large member presented itself early on, and I worked my way up to president in 2013. My roles as dean and president helped me gain transferrable skills that I now use as president of a comprehensive university. Much of what I do and have previously done is interact with constituent groups, including current and future students, faculty, staff, alumni, donors, and the professions we represent.

Dr. Schornack: A variety of circumstances led to a failed search for a new president at the University. Our Board of Trustees approached me about stepping into the position at that point. Although I knew that I would have been happy continuing in my position at the time as chief of staff through the remainder of my time at the University, the opportunity to serve as president was an honor and a privilege that I could not pass up.

Dr. Carlson: After several years of volunteering for the AOA, I ran for election to the AOA board. After successfully being elected and then re-elected several times, my tenure culminated in the position of president. During each of the years I served as president and president-elect, I traveled 180 days. The journey on the AOA board typically takes up about a decade of your life.

MOD: WHAT HAVE BEEN THE MOST REWARDING OR ENJOYABLE ASPECTS OF SERVING IN THIS ROLE?

Dr. Schornack: Taking an idea from inception to rollout that changes the direction of the University in positive ways is really an incredible feeling. Whether it is implementing a customer relationship management system for admissions, starting a new academic program, or building new facilities, the process of identifying creative solutions and making them happen will never get old for me. I hope that I am always thinking about how to make the lives of our students, faculty, staff, and administrators better.

Dr. Carlson: During my time as president and president-elect, I visited every school and college of optometry, carrying the message of the importance of involvement in our profession. It is incredibly rewarding to see some of those students now in their own leadership positions.

I was also part of a Children’s Vision Summit, which produced a document signed by various professional health groups stressing the importance of eye exams for children. The AOA successfully used this document while lobbying for the pediatric vision benefits in the Affordable Care Act to be an examination rather than a screening.

Dr. Coyle: I am a strategic planner, and I like to look ahead to help people and groups reach their goals. I also love helping others “take their to-do list and turn it into their ta-da list.” I love hearing how the successes and achievements of students, faculty, staff, alumni, and friends have added joy and personal fulfilment to their lives. I also love seeing how our alumni have helped solve problems in our world on a more macro-level as a result of their experience at Pacific University.

MOD: WHAT HAS IT MEANT TO YOU TO BE THE FIRST FEMALE TO HOLD YOUR POSITION?

Dr. Carlson: I am humbly grateful to have been the first female to hold the position of AOA president. It was an honor to serve our profession.

Dr. Schornack: I initially wanted to downplay the fact that I was the first female to hold the position. I was just doing the job that is required. However, over time, my view of the significance of being the first female president of Marshall B. Ketchum has changed. Now, the significance is framed in terms of what it means to others. It is significant to our student body, which is primarily female. It is significant to our female faculty members, and it is significant to my daughters. It sends the message that anyone can serve in these C-suite positions. It says that we are knocking down barriers.

Dr. Coyle: I was quite honored to be able to provide a diverse perspective and frame of reference at leadership tables for the first time for some organizations. I took that responsibility seriously and tried to provide input whenever I could add something new or supportive to a conversation.

MOD: WHAT HAVE YOU LEARNED FROM YOUR EXPERIENCE?

Dr. Coyle: It is important to come from a place of grace and realize that change takes time. I am a big believer in celebrating strengths and lifting people and organizations up when I can by tapping into what people are good at. I’ve also learned to be flexible; sometimes you may be going down one path, and suddenly you have to pivot when new information comes to light. That is evidence-based practice—it means you are open to doing the next right thing.

Dr. Carlson: I gained confidence in my decisions, became a better public speaker, and took many ideas from colleagues back into my own practice. Networking with colleagues has allowed my practice to become more progressive than it might have otherwise been.

Dr. Schornack: I have learned that this position is full of great rewards and really difficult decisions. I think this quote from Steve Jobs sums up what I know about this experience: “If you want to make everyone happy, don’t be a leader. Sell ice cream.” I am doing what is in the best interests of the University and its people.

MOD: WHAT ARE YOUR GOALS FOR THE FUTURE?

Dr. Schornack: I would like to build on the long legacy of Marshall B. Ketchum as a respected and quality health care educational institution and add to its portfolio of programs to help shape the health care providers of the future. After 38 years of service, I am in a unique position to gain insight on where we came from to then look forward to who we can grow to be.

Dr. Coyle: As president of Pacific University, I am now focused on the challenges that higher education is facing at all levels. We have what is called a “demographic/admission cliff” that will affect us starting in 2025. Fewer children were born after the 2008 recession, so there will be fewer high school graduates. That will have a ripple effect through undergraduate education and, ultimately, the number of college graduates applying to optometry school. I want to strengthen enrollment, better support our students and alumni, and help prepare them for all the joys and challenges that the future holds.

Dr. Carlson: I often joke that I’m still trying to figure out what I want to be when I grow up. I was blessed to have met so many wonderful people during my tenure on the AOA board. As a result, I served on various advisory boards and spoke at multiple events. I started paying attention to these events and did some soul searching to find what I’m most passionate about. Leadership excited me the most. So, little by little, I started crafting messages about how we can grow our leadership skills to better ourselves personally and professionally. I attended various seminars and coaching courses to improve my own skills. Ultimately, I returned to school and received my Master of Arts in Leadership in 2020. My mission is to craft messages that inspire others to grow their leadership skills. We improve our personal and professional lives and businesses with enhanced leadership skills.

MOD would like to thank Drs. Carlson, Coyle, and Schornack for taking the time to share their experiences and reflections with us and our readers.