You built something worth protecting.
Owning an ABA company can get complicated quickly. Sometimes the answer isn't working harder. It's getting the right infrastructure and people around the business.
Almost nothing here is a character problem.
ABA companies get hard for structural reasons. Authorizations move slower than payroll. A payer changes a rule and ninety days of claims come back. Two BCBAs leave in the same month and a third of your capacity leaves with them. Growth arrives before the systems that were supposed to handle it.
None of that means you built the wrong company. It usually means the company outgrew the operating model it started with — which is exactly the moment outside infrastructure is worth more than more effort.
Things owners tell us
If more than two of these sound familiar, the assessment is worth four minutes.
Cash-flow pressure
Payroll is certain and every other week. Collections are neither.
AR that keeps aging
Balances past 90 days that nobody owns, and a number you're not sure you believe.
Billing problems
Denials, rework, unposted payments, or a biller who can't tell you what's actually collectible.
Staffing shortages
Authorized hours you can't staff, and cancellations you can't recover.
BCBA recruiting
Open supervision capacity that has been open for months.
Credentialing problems
Clinicians who can't bill yet, revalidations that slipped, rosters out of date at the payer.
Authorization delays
Approved clients sitting idle while units wait, or services delivered against auths that expired.
Poor margins
Revenue looks fine. What's left over doesn't.
Growth that broke operations
You said yes to everything and now the schedule, the documentation and the billing are all behind.
Owner burnout
You're the clinical director, the biller, the recruiter, the HR department and the escalation path.
Leadership gaps
Nobody else can make the call, so every call comes back to you.
Compliance concerns
Documentation, supervision, or an audit letter that's making you nervous.
Difficulty scaling
Every new client adds work that doesn't get absorbed anywhere.
Wanting out
You've started to wonder what your options are. That's a normal thing to wonder.
How stabilizing actually works
Diagnosis before prescription. Always.
Find the real constraint
Most struggling ABA companies have one or two binding constraints and a dozen symptoms. We separate them before anyone proposes a fix.
Stop the bleeding
Usually cash: AR that can be collected now, claims that can be reworked, authorizations that can be recovered, spend that can pause.
Put infrastructure under it
Billing, credentialing, recruiting, scheduling, or finance — handled by people who do only that, instead of by you at 10pm.
Rebuild the operating rhythm
Weekly numbers that mean something, a leadership layer that can decide, and documentation that holds up.
Choose what's next
Once it's stable, you get to pick: keep it, grow it, hand off the operating load, or explore something structural. From a position of strength instead of pressure.
What this is not
This isn't a turnaround shop, a workout firm, or someone circling to buy your company cheap. Nothing about the assessment obligates you to anything, and nothing you tell us gets used to make you an offer you didn't ask for. The goal is a clear read on what's happening and what would make the company stronger.
Questions owners ask us
Is this a turnaround firm?
No. There's no restructuring pitch and no distressed-asset angle. The work is finding the binding constraint, relieving it, and putting durable infrastructure underneath the company so the same thing doesn't recur.
Are you trying to buy my company?
No. The CoOp's core model is helping independents stay independent. If an owner tells us they want to explore a transaction, we'll be straight with them about options — but we don't solicit it, and the assessment isn't a screen for it.
Things are bad. Is it too late?
Usually not, and the situation is almost always more specific than it feels. Cash pressure, AR, staffing and owner overload have different fixes with different timelines. Naming which one is actually binding is most of the work.
Do I have to change my clinical model?
No. Clinical decisions stay with your clinical leadership. The CoOp works on the business around the clinical work.
Let's figure out what's actually going on.
Four minutes, one question at a time, results on screen — including the constraints most likely to be holding the business back.