Enquirer Consulting Group

Reachable Buyer Map

Prepared for Swati Bhattacharya · Remidio · August 2026
This is the US side of your market, since that is the one we can count properly. A screening device has two buyers who judge it on completely different grounds: the clinician who has to fit it inside a short visit, and the organization that is measured or paid on how many people were screened. They rarely sit in the same building. Below are the segments, who signs inside each, and roughly how many organizations are there. It describes the market rather than your business, and there is nothing to buy at the end of it.
Independent optometry practices and regional optical groups
The largest count on this page and the fastest single decision, because in most cases the person who signs also uses the device. The question they answer is whether it pays for itself in chair time and referral volume, not whether the imaging is better.
Who signs: the owner optometrist, the practice manager, and at multi-site groups the clinical director.
17,000 to 20,000
US optometry practice businesses; the profession itself is roughly twice that number of practitioners
Ophthalmology practices and eye surgery groups
Fewer, larger, and increasingly owned by platforms rather than partners, which changes who signs. Where a group is backed by a platform owner, capital purchases route through a central committee and the local clinician becomes an advocate rather than a buyer.
Who signs: managing partner, medical director, director of clinical operations, and the value analysis committee where one exists.
5,000 to 6,500
US ophthalmology practice organizations, an actively consolidating segment
Community health centers and safety net primary care
The segment built for point-of-care screening: diabetic populations, low follow-through on referrals to a specialist, and funding that is explicitly tied to closing that gap. Purchases follow a grant or a quality year rather than a sales cycle.
Who signs: chief medical officer, director of population health, quality director, and the grants manager who finds the money.
1,300 to 1,500
federally supported health center organizations, operating many thousands of delivery sites between them
Diabetes, endocrinology and primary care groups
Where the patient already is when the retinal exam is missed. A short, defensible segment on its own, and a very large fragmented one behind it, because primary care groups do not appear in any single clean list.
Who signs: physician owner or managing partner, practice administrator, quality lead, and the diabetes educator who runs the workflow.
1,500 to 2,200
US endocrinology and diabetes practice organizations; primary care behind them is far larger and much harder to enumerate
Health plans and quality organizations
The buyer with no clinician in the room. Their unit of purchase is a closed care gap on an annual quality measure, and their calendar is the measurement year, which makes both the language and the timing different from everything above.
Who signs: quality or star ratings lead, director of population health, medical director, vendor management.
900 to 1,100
US health insurance organizations; the buying seat sits in quality rather than clinical operations
Employer, retail and mobile screening programs
Worksite health programs, retail clinics, mobile screening operators and screening events run by public health bodies. Real demand, and honestly stated, no public register lists them as a category. They are identified one at a time, which is exactly why they stay open.
Who signs: program director, occupational health lead, the operator or founder at mobile screening companies.
No public register
described rather than counted; reached by name and by program

Where the openings are

1
The clinical buyer and the measure buyer do not share a vocabulary. One is buying chair time, workflow and a defensible reimbursement. The other is buying a closed gap on a quality measure before a year end. The same device, sold with the same words, will land with one of them and be ignored by the other. Two audiences, two messages, and only one of them is usually being worked.
2
Above a certain size the first meeting is not with the person who signs. In health systems and platform-owned practice groups, capital equipment routes through a value analysis or supply chain committee. The clinician becomes your sponsor, not your buyer. Knowing that seat exists and naming it early is the difference between a long enthusiastic conversation and a purchase order.
3
Screening is funded at a moment. A grant cycle, a measurement year, a new risk contract, a health center expanding a site. Those moments are public, they repeat, and they are visible from outside if somebody is watching a few thousand named organizations at once. A channel built on named accounts catches them. A conference calendar catches whoever happened to attend.
4
The hardest US segment to reach is the one a point of care camera is built for. Primary care and community health see the patient before the eye ever gets looked at, and they are the most fragmented, least covered by any single list, and least visited by device sales teams. That difficulty is the opening, because it is a distribution problem rather than a clinical one.
Built from public registries and federal program data covering US health care organizations, counts banded deliberately. Practice counts describe organizations rather than clinicians or sites, and the two differ by a wide margin in every segment above. Categories are drawn from self-reported classifications. Screening programs and employer health are not covered by any public register and are described rather than counted.
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