Free · 30 minutes · nothing to buy
Tell me what’s happening. I’ll tell you what I’d do if it were my company.
Thirty minutes. Free. No deck, no pitch, no follow-up sequence.
Twenty years ago the whole operation was a room I rented from a church. I scaled it into a multi-state organization and sold it. I run an ABA company today — in the schedule, the payroll run, the payer calls — so you’re not getting a consultant with a framework. You’re getting an operator with scar tissue.
You pick a time, answer three short questions, and we talk.
If this is your week
Book it.
- You’re profitable on paper and there is never any cash.
- Revenue keeps going up and margin doesn’t.
- Everything routes through you, and you can’t take a week off without it wobbling.
- Your AR is aging and nobody can give you a straight answer about why.
- You’re staffed for more clients than you have — or you have more clients than you can staff.
- You’re weighing a second location and can’t tell if it’s ambition or a mistake.
- Someone has approached you about your company and you have nobody neutral to think it through with.
Not an ABA company? I’ve also run a school, a software product, a turnaround consultancy and a bar. The industry changes; the questions mostly don’t.
Why me
An operator who happens to be a behavior scientist.
I’ve spent twenty-five years studying why organizations behave the way they do — and twenty years discovering all the ways that knowledge doesn’t stop you making expensive mistakes when the company is yours.
Two of mine, with the price tags.
Mistake 01
I kept the wrong people, because I thought I could fix anyone.
I’m a behavior analyst. My whole training says behavior is malleable and the environment is the variable, so when someone wasn’t working out I read it as my design problem — adjust the feedback, adjust the schedule, adjust the expectations.
The expensive part was never the person I kept. It was the good people who watched me keep them, drew the obvious conclusion about what this place tolerates, and quietly left. It took me years, and I did it more than once.
Mistake 02
I tied pay to BCBA billable hours, and lost nearly every RBT.
Textbook — and I know the textbook, I’ve taught this material. So BCBAs started camping: walk into a center room, stay in it, accrue the hours. Nobody was cheating. I had paid for hours in a room, and I got hours in a room.
The RBTs read it immediately. The moment supervision stops feeling like support, you have nothing. Almost all of them left.
You get the behavior your measure pays for, not the behavior you intended.
What happens
Three steps, and none of them waste your time.
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Three short questions
You answer them when you book. I read them beforehand, so we don’t burn the call on background you already know.
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Thirty minutes, video or phone
You talk for the first ten. I spend the rest asking the questions I’d ask about my own business — including the uncomfortable ones.
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A short written recap
What I think your actual constraint is, and what I’d do about it over the next ninety days. Yours to keep, use, or ignore.
The obvious question
So why is it free?
Because I get something out of it too, and I’d rather say that than pretend otherwise. Every one of these sharpens my picture of what owners are actually dealing with right now — which payers have quietly slowed, which markets have become impossible to staff, what is breaking that nobody has written about yet. No report tells you that.
The bigger reason: I’m at the stage where what I build next matters to me less than what it lets other people build. I’ve had the room in the church, the multi-state organization, the exit. I’d rather that was a foundation somebody else can stand on than a story I tell at conferences.
Occasionally one of these turns into something longer, because it turns out there’s something worth doing together. Most don’t, and that’s completely fine. You aren’t signing up for anything by booking, and I won’t chase you afterwards.
Not a sales call, not coaching, not a franchise pitch, not a valuation — there is no product behind this and no next step that costs money.
Half an hour. Worst case, you were already right.
Pick a time, answer three short questions, and talk honestly about your company for thirty minutes.
Rather ask something first? Email me.