Three ways to work together.
Start wherever you are. Get a clear plan, get it built, or hand the whole technology function to someone who owns it.
Technology Audit & Roadmap
I map how your agency actually runs today, find where the technology is leaking money and risk, and hand you a prioritized roadmap: what to fix, what to build or buy, and in what order. You walk away knowing exactly what to do next, and you can take it to anyone who implements.
Build, Done For You
I don't just tell you what to do, I get it built. I lead the build, manage the vendor, run the migration, train your team, and hand you a system that's live and working. You talk to one person. Me.
Engaged Technology Leader
I own the technology and operations side of your agency. Quarterly strategy, vendor management, and the systems that determine your margins and your exit value. The tech leader you're too small to hire full-time and too big to keep going without.
What this work usually covers.
Behavioral health agencies hit the same walls: intake that leaks, authorizations no one is tracking, and data scattered across tools that were never meant to talk.
Intake that holds
Leads stop vanishing into inboxes. Families get answered, tracked, and converted on a system, not a hope.
Authorizations that run on a clock
Services that can't be billed stop sneaking through. Someone, or something, owns the expiration date.
Audits you can answer
Proving a claim should take minutes from a clean record, not a week of stitching four systems together by hand.
Systems that connect
Notes, scheduling, billing, and CRM point at each other. The operation stops living in people's heads.
A roadmap you can execute
What to fix, what to build or buy, and in what order. Clear enough that anyone can implement it.
Ownership when you need it
Strategy, vendors, and the technology function itself, owned by someone who treats it like a business system.
Why a technology leader, not another consultant.
I know the operation, not just the software
A CRM consultant knows a tool. I know why intake stalls, how an authorization expires, and what a clean clinical handoff needs, then I decide what to build around that.
Real engineering behind it
Backend, infrastructure, and integration work at Capital One and beyond. When your systems need to actually connect and hold up, that is the background that matters.
No vendor kickbacks on advice
When you hire me to help you choose, I take nothing from any software company. My only job is the system that fits you.
Built for where the field is going
Reimbursement pressure rewards efficiency. Audits reward clean records. Buyers pay premiums for agencies that run on systems. I build the infrastructure all three demand.
One kind of problem, across behavioral health.
My background is deepest in ABA, which has some of the hardest operational plumbing in healthcare. That carries directly into the rest of the field.
Common questions.
Do I have to rip out my current systems?
Usually no. Most agencies need the systems they already have to actually work together. When a replacement is the right call, I'll tell you that straight and help you run it.
Where should I start?
If you want clarity before spending on a build, start with the Technology Audit & Roadmap. If you already know what needs fixing and want it done, go with Build, Done For You. If you need ongoing ownership, Engaged Technology Leader.
Do you take vendor kickbacks?
No. When you hire me to help you choose, I take nothing from any software company. My only job is the system that fits you.
Is this only for ABA?
No. Behavioral health is the framing. ABA is where my operational background is deepest, and that experience transfers to mental health, substance use, pediatric therapy, and multi-service agencies.
The gap between your systems is costing you. Let's find it.
Book a call and I'll tell you straight where your technology is leaking money, and what I'd do about it.
Book a call →