You know ABA. You don't have to learn every part of running an ABA company the hard way.
Most new ABA companies don't fail clinically. They stall on credentialing, run out of cash before the first payment clears, or hire a caseload they can't fill. The CoOp helps you get through the first eighteen months with your capital and your sanity intact.
The gap isn't clinical. It's everything around the clinical.
You can write a beautiful treatment plan and still not get paid for it. You can be the best BCBA in your county and still spend seven months waiting on a Medicaid enrollment you didn't know had a queue.
Launching is a sequence problem. Entity, NPI, Medicaid enrollment, commercial contracts, credentialing, a billing system that actually posts payments, a first referral source, a first hire, a first authorization. Do it in the wrong order and you pay for the same month twice.
What we help you get right
Every one of these has a version that's fast and a version that costs you a quarter.
Company formation
Entity type, ownership structure, state registration, EIN, banking, insurance, and the corporate-practice questions that matter in your state.
Market selection
Where demand, reimbursement, workforce supply, and competition actually line up — instead of launching where you happen to live and hoping.
Medicaid & payer strategy
Which payers to pursue, in what order, what each one pays for ABA in your state, and which panels are closed right now.
Credentialing
Applications, CAQH, revalidation calendars, group vs. individual enrollment, and realistic timelines so you can plan cash around them.
Billing
Clearinghouse setup, code and modifier structure, authorization tracking, claim scrubbing, and posting — before the first session, not after.
Recruiting
How to hire your first RBTs and your second BCBA without over-hiring ahead of authorizations.
HR
Offer letters, classification, supervision requirements, handbook, payroll, benefits, and the paperwork that becomes a problem at employee eleven.
Compliance
Documentation standards, supervision ratios, HIPAA, state licensure and any provider-specific rules attached to your payer contracts.
Technology
Practice management, data collection, scheduling, EVV where required — picked for what you'll need at thirty clients, not three.
Client acquisition
Referral relationships, diagnostic partners, waitlist conversion, and a website that families and pediatricians can actually find.
Launch planning
A sequenced 90/180/365-day plan with the cash requirement attached to each phase.
Growth
What to do once the first cohort is stable — and how to add clients without adding chaos.
A realistic launch sequence
Timelines vary by state and payer. This is the shape of it.
Decide and form
Market and payer decision, entity formation, NPIs, bank and insurance, and a capital plan that assumes revenue starts later than you'd like.
Get enrolled
Medicaid enrollment and commercial applications submitted in parallel, with a tracked follow-up cadence. This is the phase most launches under-plan for.
Build the machine
Practice management and billing configured, documentation standards written, supervision structure set, first hires sourced.
Fill the schedule
Referral sources engaged, intakes and assessments scheduled, authorizations submitted, first sessions delivered and billed clean.
Reach stability
Enough authorized hours and staffed capacity to cover fixed costs — the point where the company stops being a project and starts being a business.
The number most founders get wrong
It isn't the rate. It's the gap between your first session and your first payment — and how many months of payroll you have to fund inside that gap. The assessment asks about it directly, because it's the single most common reason good clinicians run out of runway.
Questions from founders
I'm a BCBA with no business background. Is that a problem?
It's the normal starting point. Clinical expertise is the hard part to acquire; the operating knowledge is learnable and, more usefully, shareable. Most of what stalls new ABA companies is sequence and cash timing, not business talent.
How much capital do I actually need to launch?
It depends on state, payer mix, whether you're center-based, and how long enrollment takes where you are. The number that matters most is months of operating cost between your first session and reliable collections — often longer than founders plan for. The assessment asks about this directly.
How long does credentialing take?
Anywhere from a few weeks to a year depending on the payer and state, and several Medicaid programs and commercial panels are periodically closed to new providers. It is the single most common reason a clinically ready launch can't generate revenue, which is why we sequence around it rather than hope.
Can you help if I haven't decided where to launch?
Yes — and that's the best time to talk. Market selection is where reimbursement, workforce availability, competition and payer access either line up or quietly don't.
Find out what your launch actually needs.
The assessment maps your stage, your capital, your market, and your biggest obstacle — and shows you the two or three things to fix first.