Last year, the optical retail chain Pro Optika took a bold step by acquiring its competitor Pere Optika — a move that doubled both its store network and its team. With 50 stores now across Estonia, the company is entering a new growth phase and redefining what it means to be a modern family-run business.
Founded in the late 1980s by Varju Lauri in Võru, Pro Optika began as a small local optical shop. After working in a state-owned optical business, Varju decided to start her own company. Her son Bruno soon joined, learned the trade, and eventually took over the leadership.
Today, Pro Optika is led by the third generation – Bruno’s daughter Katriine, who officially became CEO last year. Her path to leadership was gradual and deliberate, shaped by years of mentorship and growing responsibility.
“Although the handover happened last year, the preparation has been going on for all fifteen years that I’ve been part of the company,” Katriine says. “It’s been step by step — never forced. My father gave me freedom to make decisions, and that trust gave me confidence.”
For Bruno, the key to a thriving family business lies in timing and trust: knowing when to step aside and let the next generation lead. “You want to be the best and do everything yourself, but at some point you have to give young people room to act. Otherwise, they’ll feel there’s no future for them in the business,” he reflects.
According to Terje Liiv, Partner and Head of Client Experience at Grant Thornton Baltic, this balance of ambition and trust is what keeps family companies strong. “No one is obliged to join or lead a family business. But those who grow up seeing how things are done — the responsibility, the passion — gain a unique advantage. Their motivation comes naturally, and their accountability is personal.”
Katriine agrees: “You’re personally tied to the company by your name and your face. That creates a sense of duty to uphold your family’s reputation and stay close to your team. People feel that connection — it keeps you engaged and drives you forward.”
The idea of acquiring Pere Optika first arose in 2019, but the pandemic and the war in Ukraine delayed the plan. Then, in early 2023, the opportunity finally opened up.
As Kristel Tiits, Partner and Head of Legal at Grant Thornton Baltic, explains, “An acquisition of this scale typically takes around a year to complete.” Pere Optika received an initial offer in spring 2023, followed by due diligence in December. The purchase agreement was signed in March 2024, and final transactions were completed in September — after approval from the competition authority.
For Katriine, the merger marked a new chapter: “Growth has brought new dimensions. We’re now building a stronger cultural foundation and bringing more professional managers on board. That means developing new systems and structures, while also earning the trust of our new team members from Pere Optika.”
Pro Optika was named Family Business of the Year 2024, an award presented by Enterprise Estonia (EIS) and the Estonian Employers’ Confederation.
Both Bruno and Katriine share a clear ambition — to make Pro Optika the most trusted optical retail chain in Estonia.
Continuous innovation and development are part of that vision. “I’m convinced we can achieve significant growth over the next two to three years,” says Bruno.
The family is also preparing a family charter to guide future generations, though Bruno believes strict leadership clauses are unnecessary. “If one day the company needs new expertise, it’s completely normal to bring in an external CEO. The key is recognizing that moment,” he says.
Katriine agrees: “If, at some point, someone else could lead the company more effectively, we’ll make that change. For now, I’m excited to challenge myself, learn, and grow — together with our team.”
On the photo from left to right: Kristel Tiits, Bruno Lauri, Katriine Mark, Terje Liiv
Photo: Mai Kroonmäe
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