Vision care has evolved from basic corrective services to a comprehensive discipline that shapes learning, development, and quality of life, especially for children. Yet gaps in awareness, specialised training, and access persist, particularly outside major urban centres. Vision Care has sought to address these challenges by introducing advanced diagnostics, specialised therapies, and structured professional training, while placing patient-centred care at the core of its approach.
Echelon sat down with Kumari Fonseka, Group Director at Vision Care and Senior Optometrist and Orthoptist, to discuss the transformation of the eye care landscape, the importance of early intervention, and the leadership principles guiding the next generation of practitioners.
You have extensive experience in eye care across different specialities. How has this background influenced your leadership and the way Vision Care approaches patient treatment, especially for children?
My experience across multiple eye-care specialities shaped my leadership long before I held a formal title. Working in paediatric optometry and vision development showed me that technical expertise alone is not enough, especially with children. A child’s vision affects learning, confidence, and future potential, requiring a mindset beyond conventional clinical models.
This perspective guides my leadership at Vision Care Optical Services Pvt Ltd. I believe healthcare systems must be designed around patients, not protocols. Hands-on clinical experience helps me recognise where rigid processes fail and where thoughtful flexibility improves outcomes. As a result, we prioritise early detection, interdisciplinary assessment, and long-term vision development over short-term correction.
I also foster a culture that looks beyond reports to understand behaviour. Instead of asking whether a child is cooperative, we ask what their actions signify. Training our team to identify subtle developmental cues enables earlier intervention, protecting a child’s confidence, education, and long-term well-being.
As a senior leader who has spent decades in the industry, what advice would you give to young Sri Lankan women aspiring to leadership roles in business or healthcare today?
Leadership is not granted by position; it is earned through competence, consistency, and courage. Master your craft, whether in business, healthcare, or any profession, because credibility is the one asset no one can take away.
Women are often expected to soften authority or wait for permission to lead. Do not wait. Prepare thoroughly, stand by your decisions, and let your work speak first. Leadership is built quietly long before it is publicly recognised.
There will be moments when the room is not designed for your voice. You may face doubt, subtle bias, and scrutiny. Do not let that harden you; let it sharpen you. The most effective leaders combine discipline with empathy and vision with execution.
Most importantly, recognise that success is not only personal. Every standard you set, boundary you hold, and decision made with integrity creates a clearer path for other women. Leadership becomes legacy not by being remembered, but by leaving something better behind.
With more than three decades in eye care, what are the most significant changes you have witnessed in Sri Lanka’s vision-care landscape, both technologically and in patient awareness?
Over the past three decades, I’ve seen Sri Lanka’s vision-care landscape transform completely. Technologically, we’ve moved from manual diagnostics to advanced digital imaging, OCT scanning, and specialised paediatric and neurological assessment tools, allowing earlier and more accurate detection of vision disorders.
Equally significant is patient awareness. People today understand that vision health affects learning, productivity, and quality of life, whereas in the past care was mostly sought only when problems became obvious.
Challenges remain, especially outside urban areas, so education and community outreach continue to be a key part of our work. What strikes me most is that real progress isn’t just about technology; it’s about changing mindsets, building trust, and engaging communities consistently.
You have played a major role in training optometry professionals through the Vision Care Academy. What gaps did you see in the industry that motivated this effort, and how are you shaping the next generation of eye-care practitioners?
When I started, it was clear that while Sri Lanka had talented eye-care professionals, there were gaps in structured training, especially in paediatric optometry. Many were learning on the job, and patients, particularly children with complex needs, were often underserved, with few pathways for optometrists to deepen their expertise.
That’s what inspired the Vision Care Academy. Our goal is to provide hands-on, rigorous training that goes beyond technical skills, teaching optometrists to think critically, collaborate across disciplines, and care for patients holistically. We focus on building confidence, decision-making skills, and a mindset of lifelong learning because medicine and technology are always evolving.
We also place a strong emphasis on leadership, particularly for young women entering the profession. I encourage them to specialise, challenge norms, and take on roles that influence patient care and the broader industry. In the end, we’re not just training optometrists; we’re nurturing innovators, leaders, and change-makers who will elevate eye care in Sri Lanka for years to come.
Vision Care is known for introducing advanced eye-care services to Sri Lanka. What were some of the biggest challenges you faced in bringing specialised fields like orthoptics and vision therapy into mainstream clinical practice?
Introducing vision therapy into mainstream clinical practice required patience, education, and long-term commitment. It focuses on how vision functions in daily life, particularly in children, and its progressive outcomes demand trust from families and clinicians.
At Vision Care Optical Services Pvt Ltd, we integrated vision therapy as a complement to established orthoptics, strengthening paediatric and functional eye care. This required specialised training, structured protocols, appropriate infrastructure, and close coordination with optometry teams to ensure consistency and quality.
Awareness was an early challenge. Many were unfamiliar with how binocular vision disorders, amblyopia, or neuro-visual impairments affect learning, development, and quality of life. Helping parents understand that therapy is a step-by-step journey requires sustained education and reassurance. Seeing children gain confidence as their visual skills improve remains deeply rewarding.
This experience reinforced that innovation is not just about new services, but about building trust, mentoring teams, and demonstrating measurable outcomes. Today, vision therapy is an established part of our care pathway, enhancing outcomes and strengthening the broader healthcare ecosystem.