Opinion Article, Millioneyes Magazine, September 2025
Rui Motty
President of the Association for Supporting Sustainability in Optics (AASO)
CEO, Optocentro, Lda
Vice-President, Portugal-Mozambique Chamber of Commerce (CCPM)
It’s almost like looking for Wally: intriguing, frustrating, but always challenging. The narrative around the shortage of talent in the optical sector has been, at the very least, poorly told. It is true that we face a global shortage of specialized labor, but it is equally true that our sector, with all its multidisciplinary richness, should stand out as an excellent choice for young people in search of purpose and professional development.
In optics, knowledge and practices converge: visual health, cutting-edge technology, constant innovation, aesthetics, and fashion. And there is still room for much more, such as relational skills and understanding human behavior, continuously tested in direct contact with clients. With this vision, I dare to say: we are missing a great opportunity. At a time when so many sectors struggle for attractiveness, ours should be better positioned, not only as a professional path but as a career of the future. If the shortage of talent is not reversed, it will inevitably impact the economic performance of companies and, in turn, the sustainability of the entire sector.
The pandemic marked a breaking point, a disruptive agent that exposed structural weaknesses and accelerated systemic changes in the global order. In the post-pandemic period, or P.P. (in a deliberately bold parallel with historical references B.C. and A.D.), the widespread debate on mental health and its multigenerational expressions gained strength. Particularly within Generation Z, time came to be perceived as a highly valuable intangible asset, increasingly integrated into the concept of the “salary package.” The value placed on free time, flexibility, and work-life balance became central in choosing a job. Paradoxically, upstream, we also witnessed a rise in demand for tangible experiences—travel, signature gastronomy, or cultural events—which inevitably require significant material remuneration. Yet, this equation between time and income is profoundly misaligned. And that misalignment is dangerous, not only from the employer’s perspective, facing challenges in attracting and retaining talent, but also for the candidate, who often overlooks the commitments required to sustain the lifestyle they aspire to. To detach this tension from the contemporary logic—where the consumer is more demanding, and the market more competitive—is to ignore the complexity of new labor and social paradigms. Finding a fair and realistic balance between time and remuneration is today one of the greatest challenges in both the economy and talent management.
A brief look at the sector, focusing on the role of entrepreneurs and associations over the past decades, reveals a significant disparity in the promotion of professional careers. Unlike the consistent promotion of Optometry education, the value given to sales/consultant careers and optical technicians has fallen far short of what was needed. This is, to some extent, understandable, given that the regulatory deadlock—both in terms of opening establishments and exercising optometry—has long centered on the optician-optometrist. However, it is crucial to acknowledge that the remaining professionals are still essential to the proper functioning of optical businesses. Professional and business associations have failed to create effective mechanisms to attract new talent into these professional categories, precisely at a time when large retail chains were expanding and absorbing most available technicians. Naturally, the recruitment process today has become extremely challenging, even without considering the obstacles posed by candidate expectations, salary packages, and schedule management.
Strategic vision and planning were lacking in many of the sector’s leadership directions. Business associations allowed themselves to be overtaken by economic groups, which effectively assumed the role of training drivers, ensuring in-house qualification of their teams. It is vital to understand that investing in the requalification of professionals already in practice, while necessary, cannot be the only solution. Attracting fresh talent into the sector is equally urgent, especially as Portugal’s demographic profile reveals a rapidly aging population. With the retirement wave of the baby boomer generation, there is no proportional entry of new professionals. Awareness campaigns in schools, active presence at job fairs and vocational guidance programs, as well as close collaboration with educational institutions, must be part of a concerted strategy to revitalize the sector.
Two relevant scenarios for the future can be anticipated. In the short term, an intensification of co-optation logic is expected, based on the growing value placed on inclusion and diversity, with a strong dependence on foreign labor—particularly from Brazil—to address the shortage of available human resources. In the medium term, after the aggressive cycle of market share conquest and in a context of competitive saturation, it is plausible to foresee the gradual divestment of large groups, accompanied by the release of technicians and other professionals previously absorbed by those structures.
The credibility of the sector must rest on attracting young talent, strengthening human resources, offering accredited continuous education programs, reinforcing autonomy and responsibility, and providing a truly stimulating salary package. Until robotization arrives in the sector, we will keep looking for Wally…
