A presentation on building a high quality counseling practice.

1. BUILDING A 7-FIGURE
Counseling Practice
Anthony Centore
Ph.D.

2. BECOMING AN
ENTREPRENEUR

3. SOMEONE WILLING TO
WORK 80 HOURS A WEEK
TO AVOID WORKING 40

4. HANDS ON
ENTREPRENEURSHIP

5. WE NEEDED
NEW RUGS

6. LOW TYPICAL MOMENTS

7. CAN I BE AN
ENTREPRENEUR?

8. CONS PROS

9. CONS
Difficult
PROS

10. CONS
Difficult
Risk
PROS

11. CONS
Difficult
Risk
Work
PROS

12. CONS
Difficult
Risk
Work
PROS
Flexible

13. CONS
Difficult
Risk
Work
PROS
Flexible
Creative

14. CONS
Difficult
Risk
Work
PROS
Flexible
Creative
Own Boss

15. CONS
Difficult
Risk
Work
PROS
Flexible
Creative
Own Boss
Financial?

16. A NOTE ON RUGS

17. WHAT IT TAKES TO
SUCCEED IN PRIVATE
PRACTICE

18. A TALE OF
2 COUNSELORS

19. BRIAN

20. EMMA

21. ADVANTAGES

22. ADVANTAGES
Clinical Experience

23. ADVANTAGES
Clinical Experience
Business Acumen

24. ADVANTAGES
Clinical Experience Community
Reputation
Business Acumen

25. ADVANTAGES
Clinical Experience
Investment
Capital
Community
Reputation
Business Acumen

26. ADVANTAGES
Clinical Experience
Luck
Investment
Capital
Community
Reputation
Business Acumen

27. CONSTANT FORWARD
MOVEMENT

28. UN-CATCH 22S

29. PROGRESS > EFFICIENCY

30. CFM

31. WHO’S STORY SOUNDS
MORE LIKE YOU?

32. NOT A SOLO PRACTICE

33. GROUP V. SOLO

34. GO SOLO

35. SIMPLER

36. 6 FIGURES

37. HIGHER PROFIT MARGIN

38. MORE TIME COUNSELING

39. GO GROUP

40. SELLABLE

41. FLY WHEEL

42. FREEDOM FROM THE
COUCH

43. LESS ISOLATING

44. SHOW ME THE MONEY

45. SHOW ME THE MONEY
A counselor will bill about $75 per session

46. SHOW ME THE MONEY
A counselor will bill about $75 per session
36 sessions a week = $2,700

47. SHOW ME THE MONEY
A counselor will bill about $75 per session
36 sessions a week = $2,700
48 weeks a year = $129,600

48. SHOW ME THE MONEY
A counselor will bill about $75 per session
36 sessions a week = $2,700
48 weeks a year = $129,600
A psychologist will bill about $95 per session

49. SHOW ME THE MONEY
A counselor will bill about $75 per session
36 sessions a week = $2,700
48 weeks a year = $129,600
A psychologist will bill about $95 per session
= $164,160

50. SHOW ME THE MONEY
Just therapy, without:
Psychological Testing
Medication Management
Group Counseling
Court Appearances
Other Ancillary Services

51. SHOW ME THE MONEY
7.6 Counselors, or
6.1 Psychologists
to earn
$1,000,000 in Revenue!

52. $1,000,000 IN REVENUE!

53. BUT WAIT!

54. REVENUE IS NOT PROFIT

55. SHOW ME THE MONEY
Therapist Compensation
55-70% of Total Revenue

56. SHOW ME THE MONEY
Therapist Compensation
55-70% of Total Revenue
~ $300,000 - $450,000 left

57. WHAT CAN YOU BUY WITH
$450,000?

60. 1.08 ct. platinum, fancy vivid blue diamond

61. 775 sq foot apartment, with one bath, in Brookline, MA

62. Take That, Austin Powers

63. NOT SO FAST

64. OPERATIONAL EXPENSES

65. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%

66. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%

67. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%

68. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%

69. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%

70. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)

71. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%

72. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%

73. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%

74. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%

75. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%
Travel: 0-1%

76. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%
Travel: 0-1%
Bank Fees: 0-1%

77. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%
Travel: 0-1%
Bank Fees: 0-1%

78. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%
Travel: 0-1%
Bank Fees: 0-1%

79. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%
Travel: 0-1%
Bank Fees: 0-1%

80. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%
Travel: 0-1%
Bank Fees: 0-1%

81. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%
Travel: 0-1%
Bank Fees: 0-1%

82. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%
Travel: 0-1%
Bank Fees: 0-1%

83. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%
Travel: 0-1%
Bank Fees: 0-1%

84. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%
Travel: 0-1%
Bank Fees: 0-1%

85. OPERATIONAL EXPENSES
Credentialing, Billing & Credit Card Fees: 7-15%
Rent & Parking: 3-7%
Reception & Scheduling: 3-5%
Office Expenses, Supplies & Postage: 1-3%
Admin Salaries: 0-8%
Marketing: 0-5% (once at capacity)
Research & Development: 0-3%
Clinical Supervision & Professional Development: 0-3%
Software & Electronic Medical Records: 0-3%
Accounting, Bookkeeping & Legal: .5-1%
Travel: 0-1%
Bank Fees: 0-1%

86. NET PROFIT

87. -25% TO 25%

88. RESULTS MAY VARY

89. RESULTS MAY VARY
1) Take home the same in solo practice

90. RESULTS MAY VARY
1) Take home the same in solo practice
2) Only money they keep is what they produce

91. RESULTS MAY VARY
1) Take home the same in solo practice
2) Only money they keep is what they produce
3) Highly profitable, and self-sustaining

92. RESULTS MAY VARY
1) Take home the same in solo practice
2) Only money they keep is what they produce
3) Highly profitable, and self-sustaining
4) A combination of self and team best
*Sellable & Real Estate

93. GETTING TO BLACK

94. BUILT TO SELL

95. STARTING WITH
THE END
IN MIND

96. REASONS TO SELL
INCLUDE...

97. RELOCATE

98. CAREER CHANGE

99. TO LIQUIDATE!

100. RETIREMENT

101. THINK YOU’RE TOO
YOUNG?

105. AN “UNSELLABLE
BUSINESS”

106. DO YOU KNOW WHAT
YOUR BUSINESS IS
WORTH?

107. EBITDA,
MULTIPLE OF REVENUE,
OWNER BENEFIT,
COST OF STARTING FROM
SCRATCH

108. RECOUP INVESTMENT IN 3
YEARS, AND MAKE A
LIVING ALONG THE WAY

109. 12 WAYS TO BUILD VALUE

110. BRAND

111. GROW FAR BEYOND SOLO

112. DON’T LEAVE POTENTIAL
UNREALIZED

113. “Potential co-operative marketing with
other health related professionals in same
location. Potential to expand professional
referral network, expand hours/days of
operation or add complementary services.
Huge potential to leverage social media
marketing for targeted local advertising.”

114. CONSIDER AN EARN OUT

115. FINANCE THE BUYER

116. FOCUS ON NEW CLIENTS

117. WHICH WOULD YOU PAY
MORE FOR?...

118. A practice with four clinicians performing a
total of120 sessions per week, and 8 new
client inquiries per month.
A practice with two clinicians, performing a
total of 60 sessions per week, and 80 new
client inquiries per month.

119. CREDENTIALING

120. COMMITTED STAFF

121. practice and begins to implement some basic rules of
operation for the administrative staff. They revolt!
The staff destroys documents, cancels appointments,
refuses to answer the phone, and creates a hostile work
environment (they were also, as it was later discovered,
stealing from the company). The new owner has no
choice but to fire the entire staff, and hire a new
administrative team.

122. compensating them heavily for completing basic
administrative tasks the previous owner did not want to
do. The new owner realizes that the practice cannot
survive without the clinicians forgoing their
administrative duties (along with the extra cash-cow
income). The counselors do not respond well to
receiving what they perceive as “a cut in pay”, and
several leave the practice. Revenues drop by over 40%,
and the practice doesn’t recover for over a year.

123. ASSETS

124. A GOOD LEASE

125. A BAD LEASE
The practice has a 5-year lease in a bad location. The buyer
would prefer to move the office, but breaking the lease
will be too expensive.

126. A BAD LEASE
The practice has a 5-year lease in a bad location. The buyer
would prefer to move the office, but breaking the lease
will be too expensive.
The lease is non-transferable, and the landlord wants a
20% rent increase from any new tenant/owner.

127. A BAD LEASE
The practice has a 5-year lease in a bad location. The buyer
would prefer to move the office, but breaking the lease
will be too expensive.
The lease is non-transferable, and the landlord wants a
20% rent increase from any new tenant/owner.
The lease terminates within a year, and the landlord plans
to raise the rent more than 5%. Or, the landlord isn’t
interested in committing to new lease terms at the
present time, creating a big ol’ question mark for the
buyer.

128. A BAD LEASE
The practice has a 5-year lease in a bad location. The buyer
would prefer to move the office, but breaking the lease
will be too expensive.
The lease is non-transferable, and the landlord wants a
20% rent increase from any new tenant/owner.
The lease terminates within a year, and the landlord plans
to raise the rent more than 5%. Or, the landlord isn’t
interested in committing to new lease terms at the
present time, creating a big ol’ question mark for the
buyer.
The space is simple TOO BIG for the practice.

129. HONEST & OPEN

130. DESIRABLE LOCATION

131. FINISH STRONG

132. ...AND LETTING GO.

133. BUILDING THE TEAM
...is tomorrow

134. BUILDING THE TEAM
...is tomorrowFinding

135. BUILDING THE TEAM
...is tomorrowFinding
Recruiting

136. BUILDING THE TEAM
...is tomorrowFinding
Recruiting
Interviews

137. BUILDING THE TEAM
...is tomorrowFinding
Recruiting
Interviews
Contractors v.
Employees

138. BUILDING THE TEAM
...is tomorrowFinding
Recruiting
Interviews
Contractors v.
Employees
Avoiding
Nightmare
Counselors

139. BUILDING THE TEAM
...is tomorrowFinding
Recruiting
Interviews
Contractors v.
Employees
Avoiding
Nightmare
Counselors
Why Practices
Lose Their Best
Clinicians

140. BUILDING THE TEAM
...is tomorrowFinding
Recruiting
Interviews
Contractors v.
Employees
Avoiding
Nightmare
Counselors
Why Practices
Lose Their Best
Clinicians
Offer Letter /
Contract

141. BUILDING THE TEAM
...is tomorrowFinding
Recruiting
Interviews
Contractors v.
Employees
Avoiding
Nightmare
Counselors
Why Practices
Lose Their Best
Clinicians
Offer Letter /
Contract
On-boarding and
Training

142. BUILDING THE TEAM
...is tomorrowFinding
Recruiting
Interviews
Contractors v.
Employees
Avoiding
Nightmare
Counselors
Why Practices
Lose Their Best
Clinicians
Offer Letter /
Contract
On-boarding and
Training
Creating a
Pipeline

143. CREATING CULTURE

144. ZAPPOS

145. COUNSELING PRACTICES
STRUGGLE

146. Contractors

147. Contractors
Rogue Clinicians

148. Contractors
Rogue Clinicians
Psychiatrist

149. Contractors
Rogue Clinicians
Psychiatrist
Owner-clinician

150. NOT A LUXURY

151. TINA FEY
“Don’t hire anyone you wouldn’t want to run into in the
hallway at three in the morning.”

152. STARTS WITH HIRING
But doesn’t end there...

153. THINGS THAT WORKED

154. THINGS THAT WORKED

155. THINGS THAT WORKED

156. THINGS THAT WORKED

157. THINGS THAT WORKED

158. 1) RESPECT AND
GESTURES OF CARING

159. “Thriveworks, at its core, is its team of
people…We work to engender great loyalty
in the team members of Thriveworks and
hope that we are successful in developing
and maintaining their loyalty to the point
that they elect to stay employed with us for
life.”

160. 2) COMMUNITY

161. 3) MISSION

162. 4) PROGRESS

164. Thriveworks Rank System
Level 1) Assistant Clinician
Level 2) Fellow Clinician
Level 3) Senior Fellow Clinician
Level 4) Associate Clinician
Level 5) Senior Associate Clinician
Level 6) Senior Clinician
Level 7) Distinguished Candidate Clinician
Level 8) Distinguished Clinician
Level 9) Magna Candidate Clinician
Level 10) Magna Clinician
Level 11) Summa Candidate Clinician
Level 12) Summa Clinician
Managing Clinician
Clinician Emeritus / Emerita

165. YOUR PRACTICE,
YOUR CULTURE

166. SPEND MONEY TO MAKE
MONEY

167. WE GOT NICKELS HOLDING
UP A DOLLAR!

169. WE GOT NICKELS HOLDING
UP A DOLLAR!

170. 1) YOUR OFFICE BUILDING

171. 2) CLIENT EXPERIENCE

172. 3) MEDICAL BILLING

173. 4) YOUR CLINICAL STAFF

174. 5) GIVING BACK

175. 5) GIVING BACK

176. 5) GIVING BACK

177. 6) ADVERTISING

178. 10 BIGGEST MARKETING
MISTAKES

179. BIG BLIND SWING

180. NO TRACKING

181. “Only half of my advertising is working.”

182. “The problem is I don’t know which half!”

183. AWFUL SOCIAL MEDIA

184. BAD HEADSHOT

190. TECHNICAL BIO

191. SPAMMING

192. GUEST BLOGGING

193. BAD WEBSITE

194. BAD WEBSITE
“Counseling for individuels, couples, and Families”

195. DINGY OFFICE

196. DINGY OFFICE
“You can tell whether a business cares about
its customers by how nice the bathrooms
are.”

197. DINGY OFFICE
“You can tell whether a business cares about
its customers by how nice the bathrooms
are.”
How are your bathrooms?
How are your waiting rooms?

198. NO ADVERTISING AT ALL

199. I’M ABOUT TO
BLOW YOUR MIND

200. EVERYTHING IS
MARKETING

201. THE FINAL 10%

203. HOW’S IT POSSIBLE?

204. THE LAST 10% IS THE
HARDEST

205. ODYSSEUS

206. WHAT’S YOUR 10%?

207. ARE YOU QUITTING AT
90%?

208. ARE YOU QUITTING AT
90%?
“Clients don’t need wi-fi in the waiting room”

209. ARE YOU QUITTING AT
90%?
“Clients don’t need wi-fi in the waiting room”
“We don’t answer the phone, but most clients will leave a
message”

210. ARE YOU QUITTING AT
90%?
“Clients don’t need wi-fi in the waiting room”
“We don’t answer the phone, but most clients will leave a
message”
“My notes are for me. My records don’t need to be great.”

211. ARE YOU QUITTING AT
90%?
“Clients don’t need wi-fi in the waiting room”
“We don’t answer the phone, but most clients will leave a
message”
“My notes are for me. My records don’t need to be great.”
“I don’t want to accept credit cards. Clients can write a
check”

212. ARE YOU QUITTING AT
90%?
“Clients don’t need wi-fi in the waiting room”
“We don’t answer the phone, but most clients will leave a
message”
“My notes are for me. My records don’t need to be great.”
“I don’t want to accept credit cards. Clients can write a
check”
“That old armchair was my great aunts. I don’t have time
to refurbish it”

213. ARE YOU QUITTING AT
90%?
“Clients don’t need wi-fi in the waiting room”
“We don’t answer the phone, but most clients will leave a
message”
“My notes are for me. My records don’t need to be great.”
“I don’t want to accept credit cards. Clients can write a
check”
“That old armchair was my great aunts. I don’t have time
to refurbish it”
“I haven’t dug into new research in years. The most
important thing is the relationships with my clients”

214. OBSESSION

215. BE 10% OBSESSED

216. SPACE

217. SPACE
White glove clean and
organized

218. SPACE
White glove clean and
organized
No more Poland Spring

219. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better

220. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING

221. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING
Intake process simpler

222. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING
Intake process simpler
Sessions in 24 hours

223. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING
Intake process simpler
Sessions in 24 hours
Never double book

224. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING
Intake process simpler
Sessions in 24 hours
Never double book
CLINICAL

225. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING
Intake process simpler
Sessions in 24 hours
Never double book
CLINICAL
More positive psychology
training

226. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING
Intake process simpler
Sessions in 24 hours
Never double book
CLINICAL
More positive psychology
training
Professional development
program

227. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING
Intake process simpler
Sessions in 24 hours
Never double book
CLINICAL
More positive psychology
training
Professional development
program
Measure treatment outcomes

228. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING
Intake process simpler
Sessions in 24 hours
Never double book
CLINICAL
More positive psychology
training
Professional development
program
Measure treatment outcomes
VALUE

229. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING
Intake process simpler
Sessions in 24 hours
Never double book
CLINICAL
More positive psychology
training
Professional development
program
Measure treatment outcomes
VALUE
More value to clients

230. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING
Intake process simpler
Sessions in 24 hours
Never double book
CLINICAL
More positive psychology
training
Professional development
program
Measure treatment outcomes
VALUE
More value to clients
1st/10th appointment gifts

231. SPACE
White glove clean and
organized
No more Poland Spring
Hallway should smell better
SCHEDULING
Intake process simpler
Sessions in 24 hours
Never double book
CLINICAL
More positive psychology
training
Professional development
program
Measure treatment outcomes
VALUE
More value to clients
1st/10th appointment gifts
Most desirable place

232. 10% IS
100%

233. THE END