About Us

Message from the Chair/CEO

John Shore, MD 

This summer I was flying on Southwest Airlines and picked up the June issue of Spirit, the magazine published by the carrier. It contained several articles celebrating the airline’s 40th anniversary. The lead article, “40 Lessons to Learn from Southwest,” intrigued me. Each lesson was a vignette on an aspect of the company that senior management felt was important to its success. As I was reading, I realized that several lessons could be applied to OMIC’s success.

 Target the overcharged and underserved. OMIC helped lower malpractice premiums in many states where ophthalmologists were subsidizing higher risk specialties.
The Web ain’t cool, it’s a tool. OMIC was an early adapter of web technology as a vehicle to disseminate risk management documents to a nationwide audience of policyholders. Every year, thousands of risk management documents are accessed through OMIC.com.

See your business as a cause. Not only does OMIC provide liability insurance, it partners with the American Academy of Ophthalmology and other ophthalmic organizations to improve quality of care for ROP, LASIK, and other eye care services ophthalmologists provide.

Beware of imitators but take them as a compliment. Many other insurance carriers have adopted OMIC’s underwriting guidelines and use our risk management information for their insured ophthalmologists.

In 2012, OMIC will celebrate its 25th year of providing professional liability insurance for members of the American Academy of Ophthalmology and risk management education for ophthalmologists worldwide. OMIC has enjoyed phenomenal growth and success during its 25-year history that parallels Southwest Airlines in certain respects.

Of course, OMIC doesn’t compare in size and capitalization to Southwest Airlines, yet there are similarities worth mentioning. Both companies were started in response to unfavorable market forces and a desire to provide an alternative to existing providers in their industry. Both companies struggled in the beginning to overcome tremendous roadblocks to success. Both companies stuck to their core principles and goals and grew the company from within under the direction of dedicated leaders and the support of loyal employees. Both companies had strong, intuitive, and tenacious executive leadership. In the case of Southwest, it was Herb Kelleher and Rollin King who directed its early growth and established its corporate branding. In OMIC’s case, Bruce Spivey, MD, and Reggie Stambaugh, MD, were the glue that held the company together through the early years. They established the corporate structure that would blend the company’s board of directors and staff into a successful team.

Southwest Airlines and OMIC have earned the respect and loyalty of a growing customer base and, as a result, both companies have cornered substantial market share within their respective industries. With growth and success comes the responsibility of living up to one’s reputation. And this, I believe, is another goal both companies share.

Finally, Please view my good friend and colleague, Tamara Fountain in this new video by the Academy. A true star indeed!

 John W. Shore, MD Chairman of the Board