She passed the exam. Worked in a clinic. Built programs. Worked directly with clients.

Yet somehow knew it wasn’t where she was going to stay.

“I passed the exam, worked in a clinic for about five or six years, and always knew at the back of my mind this wasn’t going to be what I did forever.”

Even within the traditional model she once worked in, Nicole was drawn to creating things.

“I’d always been creating things as a BCBA. I worked for a smaller company where I had started a Special Olympics team. This is just one example!”

But she was also starting to feel the limitations of the path she was on.

“I was always the one that was pushing the boulder up the hill and it was like, how much longer do I have to push this? Because I’m getting a little bit tired now.”

Then Nicole moved to Austin.

And without the same professional environment surrounding her, she began asking a different question.

What Could I Build If I Stopped Listening to the Noise?

Nicole had been practicing Acceptance and Commitment Therapy (ACT) for several years and became interested in applying her background differently.

“I had decided that I wanted to work with people with ADHD. I had been practicing ACT for a few years and realized that using ACT and behavior analysis together is a bit of a magic sauce.”

She didn’t immediately land on the exact business she has today.

“I was learning how to do the marketing and how to get clients and connecting with other professionals. And then once I had it figured out, I was like, ‘Okay, now I’m going to start actually niching into what I want to niche in.’”

That niche was supporting those with ADHD.

“Once I Knew I Could Do It…”

Like many BCBAs considering independence, Nicole worried about the practical realities.

“I’m like, how am I gonna pay for things like health insurance!?”

Then she got through her first full year in business.

“After my first full year, I made a typical BCBA salary.”

That became proof that the skills she had spent years developing could translate into something entirely different.

“It was cool to see that when I used the skills that I knew, stepped outside the box and believed in myself, people want the service. And that is needed.”

What Does a BCBA-Owned ADHD Coaching Practice Look Like?

Nicole provides executive functioning coaching for people with ADHD.

“I work with teenagers. I also have a lot of adult clients right now as well as a few parent coaching clients.”

Her clients may come to her with goals that look very different from those commonly addressed in traditional ABA.

She shared an example of what a client might seek support for.

“A client might say, ‘I fall behind in schoolwork, and then I start to feel bad about it.’ Then because I feel bad, I procrastinate. Then I feel like I have to wait until it’s due tomorrow to actually do it. It happens a lot”.

That same client, however, had goals.

“They wanted to get their homework in on time so they could pass their classes to graduate and develop new tools so that anxiety and shame would stop running the show. They knew what they wanted, but could not see a way out of the cycle they were stuck in.

So Nicole starts by identifying what the person wants life to look like.

“We can break that down: What does it look like now? What about ideally? How about in 6 months? What would be different about your situation? I want to stick to a routine, I want to procrastinate less and motivate myself with something other than my anxiety.”

Then they identify what’s getting in the way and build strategies together.

Different population. Different service. Same foundation in understanding behavior.

Figuring Out What to Charge

Nicole started at $100 an hour.

“I remember at the beginning I was charging $100 an hour and I knew I was way down charging. I could have been charging more.”

Even increasing her rate to $125 initially felt uncomfortable.

“It was my own sort of internal growth to be like, ‘Okay, I’m gonna charge this next person $125.’ And in my head I’m like, that’s so much.”

“And now I’m realizing it’s not.”

Today, Nicole charges $150 per hour, with accessibility factoring into that decision.

“One of my values is to be accessible. I don’t want to charge $250 an hour. So I charge $150, which is kind of smack dab in the middle of what services like mine charge, and then I can offer a sliding scale as well.”

You Probably Don’t Need the iPad

Nicole’s biggest marketing lesson?

Build relationships.

And stop convincing yourself you need everything perfectly set up before you begin.

She remembers deciding that virtual services required a new iPad.

“I literally said to myself, I need an iPad if I’m going to do virtual services. I bought an iPad and I now just read Kindle on it.”

“I never needed these things. They were just avoidance things and I was nervous to actually start.”

Instead, Nicole started putting herself where potential clients and referral partners could find her.

“BCBAs can be on Psychology Today. A lot of us don’t know that. It’s like the one platform we can be on and it’s great. I started getting clients from there.”

She also participated in Facebook groups for local mental health providers.

“The Facebook groups of all the mental health providers, those were massive for me as well.”

Even when she couldn’t immediately see the return, people were paying attention.

“I would start getting referrals from different psychiatrists or therapists in the area that I’ve never met.”

From Solo Practice to Hiring Other BCBAs

Nicole’s original business was called ACT with Nicole.

Today, it’s Momentum ADHD Coaching.

“It used to be ACT with Nicole, which is very personal.”

Now she’s creating something bigger than a solo practice.

“It’s now called Momentum ADHD Coaching. So more of a business model with contracted BCBAs doing the same thing that I’m doing.”

Nicole recently hired her first BCBA.

And the response to the position surprised her.

“I thought, I’m just going to put the job posting on LinkedIn and see what I get.”

“I probably got 20 people that reached out to me.”

She interviewed seven or eight people and ultimately hired one.

“Now we’re in the process of building up her caseload and she’s crushing it.”

But the process also showed Nicole something else.

BCBAs are interested in jobs like this.

They just haven’t necessarily been trained for them.

“One of the things within our field as well is that what I was looking for skill-wise, people just aren’t taught.”

That’s something Nicole hopes to help change.

“These jobs are going to come up more and more. I’m not an anomaly.”

“Continue to Believe in Yourself”

If Nicole could go back and talk to herself at the beginning of her BCBA career, her advice would be simple.

“I would probably just say continue to believe in yourself.”

“Continue to be the outspoken, bold one that’s going to call out the BS when you see it.”

“Continue to be you and you’ll get there.”

And if she could change something about the way she started?

She would have stopped waiting for everything to be ready.

“One thing that I wish I had called myself out on were all the excuses and all the things I told myself I needed before I could get started.”

“No, you don’t need the iPad. No, you don’t need a perfect website. You don’t need these things to bring your ideas to life.”

Trust Your Competency. Know Your Scope. Keep Learning.

Nicole isn’t suggesting that being a BCBA automatically qualifies someone to work with every population.

But she does think behavior analysts sometimes underestimate where their skills can take them.

“I would just say trust your competency and your scope. Everyone’s competency and scope is different.”

“My Work Is Going to Speak for Itself”

Nicole even had to get comfortable calling herself a coach.

“Coaching is such an unregulated field in general.”

She worried about whether people would understand the training and evidence-based background behind what she was offering.

Eventually, she stopped trying to convince everyone.

“This has been a big motto of my career so far, is that my job is not to convince other people of what I am or what I am not.”

“My work is going to do that for me.”

And ultimately, her clients don’t necessarily care what the letters BCBA mean anyway.

They care whether she can help.

“In the space that I’m in, they don’t care what I am. They’re like, can you help solve my problem?”

Going Independent

Nicole didn’t leave the traditional model with a perfectly designed business waiting for her.

She experimented.

She learned how to market.

She figured out pricing.

She built relationships outside the traditional ABA community.

She replaced her BCBA salary.

And then she hired another BCBA.

Now she’s creating the type of BCBA career that she didn’t have an example of when she started.

Want to explore what else is possible?

If stories like Nicole’s make you realize there may be more ways to use your BCBA than you were ever shown, that’s exactly why I created the Going Independent Community.

Inside, BCBAs from across the country are sharing what they’re building, how they’re finding clients, how they’re pricing their services, and what they’re learning as they create independent careers that don’t all look the same.

Because becoming independent doesn’t have to mean opening another traditional ABA company.

Join the community here: Click Here

It can mean figuring out where your skills, interests, experience, and the problems people actually need solved come together.

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But today, her clients look a little different.

They have four legs.

Etana is building a business in animal behavior, applying many of the same principles of behavior change she has spent her career studying and practicing to help animals and the people who care for them.

And her path there was anything but linear.

“There’s Got to Be More to This”

Etana’s career began in service coordination, where she was first introduced to individuals with autism and ABA.

“I had been a supervising BCBA for 12 years, and I moved to a small clinic in Maryland and was basically helping them build it.”

But Etana kept thinking:

“There’s got to be more to this.”

At the time, she thought the answer was another degree.

“I thought, I’ve got to go for my doctorate because I think that’s the only thing that’s going to open up more doors for me.”

Today, she sees that differently.

“I don’t think that’s true anymore. I just think that at the time that’s what I thought.”

Seeing Behavior Analysis Differently

Etana completed her PhD in 2020.

And something important happened during the program.

She was exposed to applications of behavior analysis outside of autism.

“They really did try to kind of broaden your horizons a bit. So we learned about OBM. We learned about some of the applications outside of autism.”

That exposure eventually led her into health and wellness.

It was a natural fit.

Etana already had a background in clinical psychology and a personal interest in fitness, exercise, yoga, and meditation.

She eventually worked for a health and wellness company, first as a goal specialist and later managing a team of health coaches.

The work wasn’t labeled ABA.

But Etana could see behavior analysis everywhere.

“ABA was definitely in there. You’re talking stimulus control procedures and DRAs and DRIs all around exercise and eating habits.”

It was one of her first opportunities to see just how transferable her skills really were.

The Loss That Changed Her Direction

Animals had always been part of Etana’s life.

“My family’s always been an animal family. I mean, my sister’s an emergency veterinarian. We’ve had animals growing up all the time.”

Even while she was in college and graduate school, she volunteered at an animal shelter.

“It’s always been a primary component of my life.”

Then, in 2021, one of Etana’s dogs passed away.

That loss became a turning point.

“I think that was the catalyst for me to say it’s just time.”

She had spent years loving animals without knowing exactly how that passion could fit into the career she had already built.

“I’ve always loved animals. I’ve always wanted to be involved with animals. I just never knew the way in.”

The Science Was Bigger Than One Population

One of the things Etana feels strongly about is how behavior analysts are educated.

Many ABA programs reside within special education departments rather than psychology departments.

For Etana, that matters.

“Behavior change is psychology. It is 100% intertwined in everything we do with the mind.”

She believes separating behavior analysis from the broader psychology community can inadvertently narrow how future behavior analysts see the science.

“I think in a lot of ways we’re doing ourselves a disservice by doing that.”

She points out that behaviorism is introduced in introductory psychology courses.

“In every Psych 101 course and in every textbook, you’ve got classical and operant conditioning.”

Yet many behavior analysts progress through their education with relatively little exposure to applications beyond developmental disabilities.

“I think it’s making us an island away from the rest of the psych community.”

For Etana, expanding beyond autism meant reconnecting with something fundamental:

Behavior analysis is a science of behavior.

Not a population.

Starting Over in a New Field

Etana knew behavior analysis.

But she also knew that entering animal behavior meant respecting the people who had already spent their careers doing that work.

“Nobody really cares that you’re a BCBA.”

That realization required some humility.

“In the BCBA world, I think we’re held in such high regard, which is amazing, but in the rest of the world, nobody knows what that means.”

She couldn’t simply walk into another profession and assume her BCBA credential automatically made her an expert in animal behavior.

“When you’re moving into a different field, you have to get a little bit humble in a way.”

Instead, she started learning.

“You have to understand that these people have been here and practicing for a long time and they know what they’re talking about.”

Etana sought out professionals using approaches that aligned with her values.

She learned about positive reinforcement trainers like Pat Miller.

She brought technicians to meet Miller so they could see another way of approaching animal training.

“There was a different way to do this. There was a better way to do this where we weren’t destroying rapport and trust with these animals, where we weren’t using pain as a way to teach.”

“It’s important to remember that even though we know this science well we need to understand the clients we are working with. It’s vital to learn about things like developmental milestones, innate behaviors, body language and more about these animals. We know the behavior science but it’s vital to learn about who you are working with and know them well.”

Then Etana kept going.

She researched.

She connected with trainers.

She enrolled in additional education specifically related to dog training.

And she accepted that expertise in one field didn’t mean she could skip the learning process in another.

“I kind of took a step back and I realized I’m going to have to start from the beginning and I’m going to have to get the experience.”

That willingness ultimately opened doors.

“That led me to networking and connecting with people.”

Those relationships eventually helped Etana secure her first position in the animal behavior world.

Building Her Own Animal Behavior Business

Today, Etana has opened her own private company and is growing her caseload.

“It’s slow growing.”

Part of that comes with building something unfamiliar in a rural community.

She isn’t only marketing a service.

She’s educating potential clients about why her approach is different.

“Training is very unregulated. If you wanted to tomorrow you could hang out a shingle and say you’re a trainer and no one’s going to contest it.”

That makes education even more important.

“It’s really up to you as the person to set standards and get that education.”

Etana provides both virtual and in-person services.

And interestingly, virtual services can sometimes be particularly helpful with animals.

“Sometimes with animals, it’s actually better in a way because if we have a dog that reacts to strangers or cats, for example, who don’t like people coming in the home and might hide, then that video works really well so we can keep the animals nice and calm.”

Other situations benefit from working directly in the animal’s natural environment.

That allows Etana to model strategies with the animal and work directly in the environment where challenges are occurring.

Different population.

Same science.

How Do You Explain a BCBA Outside of ABA?

Etana does include her BCBA credential on her business materials.

But she doesn’t expect pet owners to understand what those four letters mean.

“Whether or not that credential means anything, I don’t know.”

Instead, she talks about what the credential represents.

Experience.

Science.

Research.

“The training that I do is going to come from scientifically proven methodologies. It’s going to come from things that have been empirically supported and tested and we know are effective for behavior change.”

She also explains that this isn’t a brand-new way of thinking for her.

“These are the same strategies I’ve used for 15 years in human behavior change.”

For Etana, the goal isn’t convincing someone that “BCBA” should matter to them.

It’s helping them understand why her experience can help solve their problem.

“Networking Is Essential”

When Etana talks about building her business and entering an entirely different professional space, one theme comes up repeatedly.

Networking.

“Networking is essential. It’s not an option. I don’t think it’s an option for anybody anymore.”

And she doesn’t believe that only applies to entrepreneurs.

“Even if you’re looking for a job at a company versus building your own company, networking is absolutely essential.”

For Etana, relationships have opened opportunities that credentials alone could not.

“It is the one thing that will get you the interview. It’s the one thing that will bypass other things that are keeping you out. And it’s the one thing that’s going to open opportunity.

“I’ve reached out to other positive reinforcement trainers who have started their businesses and are thriving and just kind of was like, am I doing this right or what do I do next?”

Little by little, those conversations helped her figure it out.

“You talk to enough people and you get enough pieces to kind of start putting things together.”

Creating the Path She Couldn’t Find

Etana had to work hard to figure out how a BCBA could move into animal behavior.

“That was such a hard thing for me to find.”

“There’s no path.”

So now, she’s beginning to create one.

Etana has started offering workshops explaining the education and potential pathway into animal behavior for other behavior analysts who are curious about the field.

“I actually started a workshop series in my business that talks a little bit more about what is the education, what is the pathway in.”

Eventually, she wants to go even further.

“Ultimately I would love to grow the business large enough that I can offer mentorship so that people could come and join in on a session and see what it looks like or we could talk about a case and do a case analysis.”

Because Etana doesn’t believe this knowledge should be guarded.

“Sometimes there’s just so much gatekeeping and I don’t know why. There’s enough people and enough animals and enough everything to try to fix that. We don’t need less people.”

“I Want to Live Every Day Like I’m Retired”

Etana’s decision to build a different career wasn’t only about animals.

It was also about the life she wanted her career to make possible.

Years ago, she remembers driving long distances between sessions and becoming so focused on work that she ignored what was happening with her own body.

“I had been so focused on just trying to get to my sessions and trying to do my work that I ignored everything.”

“That to me was one of those defining moments.”

She was spending hours driving from one responsibility to another.

And eventually she realized:

“I need to live a better quality life than this. I just have to. I don’t want to wait till I’m retired because I don’t know if I’m going to make it to retirement.”

So she came up with a different goal.

“I want to live every day like I’m retired.”

Not by never working.

By building a life where work fits alongside everything else she values.

“I want to live every day in a way that’s so balanced that I feel like I am almost retired. I want to wake up in the morning and have a hot breakfast and then not have to jump in the car right away.

“It’s like the stupid silly small things, but they’re significant.”

Going Independent

Etana’s story is one of the clearest examples I’ve encountered of just how far a background in behavior analysis can take you.

She has worked in autism services.

Clinical leadership.

Supervision.

Health and wellness.

Research.

Teaching.

And now animal behavior.

She didn’t stop being a behavior analyst when she began working with animals.

She expanded where she applied the science.

And she was willing to become a learner again in order to do it responsibly.

That distinction matters.

Going beyond traditional ABA isn’t about assuming our credential automatically qualifies us to work in every field.

It’s about recognizing the skills we have, respecting the expertise that already exists in another field, getting the additional education and experience we need, and finding where those worlds intersect.

Etana found that intersection between behavior analysis, psychology, and something she had loved for most of her life.

Animals.

And now she is building not only a business around it, but potentially a clearer path for other behavior analysts who want to follow.

Her story is a reminder that there may be far more options available to BCBAs than we realize.

Sometimes we just haven’t been shown them yet.

As Etana put it:

“You should be enjoying your life while you’re doing the things you’re passionate about.”

Want to explore what’s possible?

If stories like Etana’s make you realize there are more ways to use your BCBA than you ever imagined, you’re exactly who I created the Going Independent Community for.

Inside, independent BCBAs from across the country are sharing what they’re building, what’s working, and how they’re creating careers that look completely different from one another.

Because there isn’t one path to independence anymore.

There are many.

Join the Community Here: Link

Subscribe now

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Her career has taken her from direct clinical work to clinical leadership, regional leadership, operations, organizational growth, and building new locations from the ground up.

For years, she followed a path that will sound familiar to many BCBAs.

“For really my whole career I was very focused on climbing the ladder. What’s the next role? What’s the next title? What do I need to learn next?”

Eventually, she reached the executive level.

And something changed.

When the Corporate Ladder Stopped Being the Goal

Nicole had spent years moving into increasingly senior positions.

“I was so concentrated about climbing that ladder. When I finally got into a VP role and was doing everything, I truly burned myself out.”

Over time, Nicole realized the things she valued were changing.

“I think my values changed a little bit recently. I want to spend more time with my family and I want to be home and I want to be able to have a life outside of work. You only have so much time with your family and your parents as they age.”

It wasn’t necessarily that Nicole suddenly stopped being ambitious.

Her definition of what she wanted from her career had started to change.

“The title, the corporate ladder wasn’t important to me anymore. There were other things I valued more outside of that.”

Turning Years of Experience Into a Business

Nicole’s consulting business didn’t come from learning an entirely new skill set.

It came from recognizing the value of the one she had spent almost two decades developing.

She had worked clinically, led teams, opened new locations, built operational systems, worked on growth, and learned what it actually takes to make an ABA organization function behind the scenes.

“I had the opportunity this past year to support a startup from the ground up and be like party of one for a while and really learn from that.”

Today, through Autism Horizon Consulting, Nicole works with small ABA and behavioral healthcare owners who need help building the operational infrastructure behind their organizations.

“We don’t really get training in how do we set up intake and scheduling and, you know, what’s our growth plan and talk to me about profit margins and when do I hire my first RBT?”

Nicole realized that the combination of her clinical background and operations experience gave her a perspective many new owners desperately needed.

“Being able to help problem solve with owners based off what I have learned over my career, being both a BCBA and then also working in operations, really felt like a good fit for me.”

Helping Owners Build Businesses That Don’t Consume Them

In just five months, Nicole had worked with approximately 30 owners in different states.

What she noticed was that many owners weren’t struggling because they lacked clinical expertise.

They were struggling because they lacked systems.

Nicole shared the example of one owner who had become completely consumed by her business.

“I was working with an owner that was just so burnt out because she was just 100% in the work.”

Instead of simply telling her to work less, Nicole looked at what was happening operationally.

“We were able to re build some of those operational pieces during client intake and scheduling.”

For Nicole, the solution often comes back to building processes that allow a business to function without the owner personally carrying every task.

“Let’s make a systematic process so other people can follow it, and so they can do the same thing you’re doing. But if we don’t write it down and train others how do perform these tasks, you, as the owner, are going to be doing it forever.”

That work has a bigger purpose for her.

“Ultimately, I want to help them have a better career-life balance.”

Her First Consulting Client Came From Her Network

When I asked Nicole where her first client came from, she didn’t hesitate.

“Your network. The network you already have that you’ve been building your whole career.

“Never leave your network alone and only reach out to them when you need something.”

Instead:

“I think building relationships and helping people when they need it is vital. Always nurture your network, and they will then trust you and introduce you to other people.”

Nicole admitted that initially, even she thought growth meant constantly finding new people.

“At first I was like, oh, I just got to get new people, new people, new people.”

Then she realized she was overlooking something incredibly valuable.

“Go back to the people who know you already.”

“I Don’t Think It’s About a Sale”

Like many BCBAs who begin working independently, Nicole has had to learn how to market herself.

“To be honest, I’m still trying to figure that out. It can be awkward at times, especially those cold touch points where you’re trying to introduce yourself to someone new.”

But Nicole doesn’t approach those conversations like a salesperson.

“I don’t think it’s about a sale. I think it’s about, how can I help this person? What do they need? And maybe I can fill that need.”

That approach has allowed her to create opportunities simply by paying attention to problems she knows how to solve.

If a recruiter reaches out looking for an executive leader, Nicole may offer interim leadership support.

If she meets someone working in billing or revenue cycle management, she understands that problems with clean claims, profit margins, or billing may point to a larger operational issue.

The Mistake She Won’t Make Again

Ironically, one of Nicole’s biggest lessons came from realizing she wasn’t following the same advice she gave her clients.

“Never stop building relationships.”

Consulting work can be unpredictable.

A contract can end.

A project can change.

A client’s needs can shift.

“If you’re going to consult, you constantly need to be working on your pipeline. There needs to be time for that.”

Build the System Once

Spend a few minutes talking with Nicole and it becomes obvious why operations became her specialty.

She sees systems everywhere.

One of her biggest recommendations for new business owners is deceptively simple:

Document what you’re doing.

“We move so fast sometimes we’re not documenting things, and when we don’t do that, we have to redo it again.”

Her advice?

“When you’re starting out and putting something in place, document everything.”

Not someday.

Not when the company gets bigger.

Now.

“Make everything some kind of operating process. It doesn’t have to be perfect or beautiful, but get it on paper. Get your templates together, get your playbooks together. Just keep building on that so you have it all documented and you can just keep making it better as you go.”

Nicole does the same thing inside her consulting work.

Instead of reinventing her own work for every client, she builds frameworks she can customize.

“I can pull that out and be like, okay, this person’s dealing with this. Here’s how I would do that. Pull out the structure, but then tailor it to them.”

“You Don’t Need to Know Everything”

Near the end of our conversation, I asked Nicole what she would tell a BCBA who sees what she is building and thinks:

I want to do something like that.

But I’m scared.

Her answer was one of my favorite parts of our conversation.

“It is scary. I mean it’s a step and I would say you don’t need to know everything. You can just take that next best step.”

Nicole is a planner herself.

She understands the desire to have everything figured out before making a move.

But she has learned that careers and businesses rarely unfold that neatly.

“Just take your next best step based on the info you have today.

“I’m still scared. Am I doing everything correctly? I may sound like I’m super confident in things, but I still have those fears too. And I know we all do.”

Going Independent

Nicole’s career is another example of something I hope more BCBAs begin to recognize:

You don’t always have to start over to build something different.

Sometimes the opportunity is hidden inside the work you already know how to do exceptionally well.

And perhaps that is one of the most important parts of going independent.

Figuring out what you do exceptionally well.

Deciding how you actually want your career to feel.

And then building around it.

Want to explore what’s possible?

If stories like Christen’s make you realize there are more ways to use your BCBA than you ever imagined, you’re exactly who I created the Going Independent Community for.

Inside, independent BCBAs from across the country are sharing what they’re building, what’s working, and how they’re creating careers that look completely different from one another.

Because there isn’t one path to independence anymore.

There are many.

Join the Community Here: Link

Subscribe now

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Yet the more interviews I conduct for Going Independent, the more I see that our credential is far more versatile than most of us realize.

Many of us spend years learning how to change behavior, teach new skills, improve communication, and build systems that help people succeed.

What if those same skills could be applied to businesses?

That’s exactly what Christen Russell has done.

After spending more than 25 years in behavior analysis—including roles as a behavior therapist, clinical manager, clinical director, vice president of behavioral health services, consultant, expert witness, and researcher—she built a business helping entrepreneurs and leadership teams solve problems using behavior analysis.

Not with clients.

With businesses.

How It Started

Christen’s journey into behavior analysis began long before insurance-funded ABA became the norm.

“I started in the field back in 1999. I was an undergrad and a psychology major really trying to figure out how do I get a job without experience. One of my classmates said, ‘I work with a girl with autism. Would you want to do that?’ I remember thinking... ‘What is autism?’”

She entered the field during a very different era.

“This was before insurance, before we had a specific ethics code. School districts were funding school programs and forty-hour home programs.”

She began providing traditional Lovaas-style intervention before eventually training in the Verbal Behavior model through the Carbone Clinic.

From there, her career continued to evolve.

“I started as a behavior therapist, finished my bachelor’s, started my master’s, got my BCaBA, and then eventually my BCBA. As I moved into more supervisory roles, I really started diving into Organizational Behavior Management and asking, ‘How do I support the staff I’m working with so we can better support the learners?’”

That curiosity led her well beyond traditional autism services.

“I Could Only Help So Many People”

For seventeen years, Christen owned a consulting practice working with private schools, healthcare organizations, hospice agencies, and educational programs.

She also served as an expert witness, conducting independent evaluations and functional behavior assessments for legal cases.

But one realization kept surfacing.

“My favorite part of what we do as behavior analysts is teaching. I can only work with so many people. But if I teach people, we can have that ripple effect.”

That mindset eventually led her into academia and, ultimately, executive coaching.

Instead of solving one organization’s problems herself... She wanted to teach leaders how to solve problems long after she was gone.

From Consultant to Coach

When I asked why she chose executive coaching instead of traditional consulting, her answer immediately reminded me of caregiver training.

As BCBAs, we can solve today’s problem for a family.

Or...

We can teach parents the principles they’ll continue using for years.

Christen realized businesses weren’t much different.

“If you’re in the consultant role, people come to you with the problem and you fix the problem. But the model that’s going to make them most successful is giving them the framework to be able to do that themselves.”

That shift completely changed her business.

“Let’s set up your standard operating procedures so that everything that gets done more than twice has a framework. It’s observable. It’s measurable. People know exactly what needs to be done regardless of who is doing it. It’s just like when we operationally define behaviors, programs, and teaching procedures. It’s the same thing... just for business.”

We Leave Behavior Analysis at the Clinic Door

As Christen described her work, I couldn’t help thinking about the caregiver training model I use in my own practice.

So often, we teach caregivers the principles behind replacement behaviors instead of simply solving each new behavior problem as it appears.

Yet many of us don’t apply those same principles to our own businesses.

I mentioned this during our conversation.

Behavior analysis doesn’t have to stop with our learners.

It can shape businesses, leadership, communication, systems, and entire organizations.

Christen agreed immediately.

“I say that all the time. Can we use our science in the work that we do with the people we work with? It’s not just our clients or our learners. It’s every single person on that team.”

She even sees the same opportunity in higher education.

“Can we use our science in working with our colleagues? Behavior is behavior regardless of where it’s occurring.”

Let the Data Shape Your Business

One part of our conversation that I think every independent BCBA needs to hear involved building offers.

Like many of us, Christen didn’t launch with the exact business she has today.

She adjusted.

She listened.

She collected data.

“All of the offers I have right now have come from listening and analyzing what people were saying over the last nine months.”

One example?

She originally launched a six-week executive coaching intensive.

Then she realized something.

“I’m actually shifting it to twelve weeks because people need more time and more space.”

When I pointed out that many new business owners feel like once something is on their website they’re stuck with it forever, Christen laughed.

“We talk about looking at the data. What is the data telling us? Is it effective? Is it what your client needs? If it’s not, you make modifications. It’s the same thing as traditional autism services. It’s just in a different setting.”

Pricing Based on Value

Our conversation eventually shifted toward something nearly every BCBA struggles with.

Pricing.

Many of us have spent years thinking in hourly reimbursement rates because that’s the world we’ve worked in.

Christen challenged that mindset.

“It’s not about how many hours we put in. It’s about the value. What do business owners actually get out of it?”

When I shared that many BCBAs feel uncomfortable charging beyond hourly clinical rates, she explained why business owners have to think differently.

“You have to think about overhead. You have to think about paying people well. You have to think about lawyers, payroll, marketing, and all of the support you’re going to need as you grow.”

Then she added something many new business owners overlook.

“You can’t sustain a business if you’re simply charging what you were reimbursed as an employee.”

Sales Is Still Service

Marketing is another topic that makes many independent BCBAs uncomfortable.

Posting online.

Creating videos.

Talking about yourself.

Selling.

I asked Christen whether she ever struggled with it.

Her answer was immediate.

“A thousand percent. The biggest shift for me came when I started thinking about sales and marketing as a service. We’re providing a service to people. If you think about sales and marketing as an extension of that service, it becomes much easier to show up.”

She also let go of perfection.

“I’m a jeans-and-T-shirt kind of girl. If you catch me teaching, my hair’s probably up and I’m in a sweatshirt. You can still be professional while showing people who you really are.”

That authenticity has helped her stay remarkably consistent.

Today, she posts four to five times every week. Because consistency matters.

Build Systems That Give You Your Time Back

As our conversation wrapped up, we started talking about systems and technology.

Christen batches her content monthly, schedules social media in advance using Canva, automates invoices and client communication through her CRM, and intentionally builds processes that reduce repetitive work.

In other words...

She practices exactly what she teaches.

Building systems that create freedom.

Not dependency.

Her Advice for Any BCBA Starting Something New

I finished every interview with the same question.

What advice would you give another BCBA thinking about going independent?

“Connect it to your why... always. You’re going to have really great days and really hard days. There are so many things you don’t expect as a business owner.

“When I’m really connected to my why, I can keep going. Even when I don’t want to show up on social media. Even when I feel like I have nothing left to give... I can keep showing up because I know what my why is.”

Expanding What It Means to Be a BCBA

One of the biggest lessons I’ve learned from interviewing independent BCBAs is that our credential doesn’t limit us nearly as much as we think it does.

Some people build caregiver-led practices.

Some become technology consultants.

Some develop CEUs.

Some work in healthcare startups.

Some consult with ABA organizations.

And some, like Christen, help founders, entrepreneurs, and leadership teams build stronger businesses through behavior analysis.

She didn’t leave behavior analysis.

She simply changed who she applied it to.

And for me, that’s exactly what Going Independent is all about.

Learn more about Christen Russell and her work: Link

Want to explore what’s possible?

If stories like Christen’s make you realize there are more ways to use your BCBA than you ever imagined, you’re exactly who I created the Going Independent Community for.

Inside, independent BCBAs from across the country are sharing what they’re building, what’s working, and how they’re creating careers that look completely different from one another.

Because there isn’t one path to independence anymore.

There are many.

Join the Community Here: Link

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Finding clients.

Hiring RBTs.

Credentialing with insurance.

Managing schedules.

Building a clinic.

For many behavior analysts, that’s exactly the right path.

But independence doesn’t have to stop there.

One of the biggest things I’ve learned through interviewing independent BCBAs is that there isn’t just one way to build a career outside of traditional employment. Some BCBAs build one business. Others build several that complement one another over time.

Danielle Virnelson is a perfect example.

Long before she began developing an ABA practice, she built a business around something she realized she loved years earlier.

Teaching.

Today, Danielle mentors aspiring BCBAs, consults with organizations, develops leadership trainings, and creates CEUs for behavior analysts through Dani Elle Mentorship & Consulting.

At the same time, she’s launching Ascent Developmental Group, an ABA practice built around a different vision for clinical care.

Interestingly...

None of it was part of some carefully written business plan.

It evolved naturally.

It Started Long Before She Created a Business

Danielle told me the seed was planted years before she ever launched a company.

“Even as a BCBA before becoming a director, I knew I always wanted to do more...give back. As soon as I was able to start taking on trainees, I did. I just enjoy teaching.”

Then she laughed.

“I genuinely cannot stop talking about ABA...my husband was really getting sick of learning about ABA because that’s not his field. I figured I should probably start teaching people who actually wanted to learn about it.”

That passion naturally carried into leadership.

As a Clinical Director, she found herself mentoring BCBAs, developing staff trainings, supervising trainees, and creating educational content for her organization.

Eventually she realized...

Maybe teaching wasn’t just part of her job.

Maybe it could become part of her career.

Building More Than One Business

While Danielle’s mentorship and consulting work was growing, another vision was quietly taking shape.

She’s currently launching Ascent Developmental Group, an ABA practice designed around a different model than many families are accustomed to seeing.

Rather than assuming every child requires 30 or more hours of direct therapy each week, Ascent is being designed to emphasize individualized care, caregiver training, caregiver-facilitated intervention, collaboration, assent-based and neuroaffirming practices, and generalization from the very beginning of treatment.

Her long-term vision extends even further.

She hopes to build an interdisciplinary practice that brings together ABA, speech therapy, occupational therapy, and feeding services through shorter, targeted appointments centered around each family’s unique needs.

Eventually, she plans to bring her mentorship, consulting, leadership training, and clinical work together under the same umbrella.

In many ways, these aren’t separate careers.

They’re different expressions of the same mission: helping children, families, clinicians, and organizations grow.

She Didn’t Want to Teach What Everyone Else Was Teaching

Danielle intentionally leaned into the part of behavior analysis she felt was often missing.

“I didn’t want to go too clinical. I feel like there are a lot of people out there that can deep dive into the clinical pieces.”

Instead, she focused on the questions newer BCBAs were constantly asking.

“How do we actually do this in real life?”

“How do we apply what we’ve learned and then actually go out and do it?”

Then she identified another gap.

Leadership.

“How do I lead RBTs? I feel like the supervision piece...that’s not something we really learn in school.”

And so that became her niche.

It was the work she genuinely loved doing.

Your Business Doesn’t Have to Start Perfectly

One of my favorite parts of our conversation was hearing how organically her businesses developed.

There wasn’t some elaborate launch.

No perfectly designed roadmap.

Her mentorship work simply grew one opportunity at a time.

She started mentoring BCBA trainees.

Then organizations began reaching out.

Soon she was helping companies build curricula.

Training staff.

Consulting on clinical operations.

Developing leadership systems.

Meanwhile, another idea continued to evolve in the background.

The vision for Ascent became clearer with time as she reflected on the kind of clinical care she wanted to provide and the families she hoped to serve.

Looking back, she laughed.

“Sometimes you don’t realize what you’re building until it’s built.”

Then she added something I think every aspiring independent BCBA needs to hear.

“It’s been very organic and not forced. I don’t think it’ll ever really stop evolving.”

Instead of forcing herself into one business model...

She follows where her strengths overlap with what the field needs.

“I find what the field needs and aligns with what I’m good at...and where those two meet in the middle.”

Build Around What You’re Already Good At

During our conversation I shared something I’ve noticed after interviewing dozens of independent BCBAs.

The people who seem happiest aren’t chasing someone else’s business model.

They’re building around the work they naturally enjoy.

Danielle immediately agreed.

“Businesses take off because you love it. You’re good at it.”

That simple sentence captures so much of what Going Independent has become.

One BCBA builds a caregiver-led practice.

Another becomes a consultant.

Another works in technology.

Another creates CEUs.

Another launches an innovative ABA practice.

The common denominator isn’t the business model.

It’s that they built around their strengths.

Technology Doesn’t Replace Expertise

Danielle also shared several tools she now uses throughout her businesses.

For years she created supervision trackers herself using Excel.

Eventually she began introducing supervisees to newer technology platforms that automate many of those processes.

She also uses AI extensively while developing CEUs.

One of her favorite tools is Gamma, which helps generate presentation slides.

But she offered an important reminder.

“You have to know how to use it.”

Otherwise...

“It’s going to create things that don’t sound like you.”

You Don’t Need Every Social Media Platform

Marketing is another topic that comes up in nearly every interview.

Many BCBAs assume they have to master Instagram, TikTok, Facebook, LinkedIn, and YouTube.

Danielle’s experience looked very different.

“Ninety percent of my mentees and consultation clients come from LinkedIn.”

She admitted she originally thought she needed to become an Instagram creator.

“I just couldn’t keep up with it.”

Then she offered advice I think applies to far more than social media.

“Do whatever is the most comfortable because if it’s not something that you’re able to sustain, then it may not be realistic.”

Rather than forcing herself onto a platform that didn’t fit...

She doubled down on the one that did.

And it worked.

Just Try

Toward the end of every interview, I ask the same question.

What would you tell the BCBA sitting on an idea they’re afraid to start?

“I was that person.”

She described worrying whether anyone would buy her services.

Whether people would judge her.

Whether she was qualified enough.

Sound familiar?

Her advice was surprisingly simple.

“Just try. If it’s something you enjoy, you’re going to enjoy it regardless.”

Then she connected it back to behavior analysis.

“Little by little...you contact that reinforcement.”

“Behavior principles come up in all of this.”

Independence Doesn’t Have to Fit Into One Box

One of the biggest themes I’ve noticed throughout this series is that behavior analysts often underestimate just how many problems our skill set can solve.

Danielle’s story is a reminder that independence doesn’t have to mean choosing one path.

She built a mentorship and consulting business.

She’s launching a caregiver-centered ABA practice.

She develops leaders.

Creates CEUs.

Consults with organizations.

And her career continues to evolve.

Perhaps that’s the biggest takeaway from her story.

You don’t have to choose between teaching and clinical practice.

You don’t have to choose between consulting and serving families.

You don’t have to fit yourself into one business model.

You can build a career that reflects the work you love doing most.

And sometimes, the most meaningful careers aren’t built all at once.

They evolve—one opportunity, one conversation, and one idea at a time.

Learn More

Learn more about Danielle Virnelson, Dani Elle Mentorship & Consulting, and Ascent Developmental Group by visiting her website: Website

Want to explore what’s possible?

If stories like Danielle’s make you realize there are more ways to use your BCBA than you ever imagined, you’re exactly who I created the Going Independent Community for.

Inside, independent BCBAs from across the country are building businesses around their own strengths—whether that’s caregiver-led intervention, mentorship, technology consulting, CEUs, organizational consulting, leadership training, or something entirely different.

Begin Here: Link

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They think they’ll need to focus on finding learners, hiring RBTs, credentialing with insurance, managing schedules and so forth…

But that’s only one version of what independence can look like.

The more people I interview for Going Independent, the more I’m realizing our credential can open doors far beyond traditional clinical work.

My latest conversation with Kendall Ryndak Samuel challenged the way many of us think about building a business.

Her clients aren’t families.

They’re ABA companies.

How It Started

Like many BCBAs, Kendall started where so many of us do.

“I started working in autism... for a pediatric outpatient company. They did a lot of multidisciplinary and interdisciplinary work, which I really liked.”

But over time, she noticed a problem.

“I could see where we’re not communicating well across disciplines, specifically ABA to other disciplines. They’re not understanding what we’re doing. People kept coming to me with the same request, ‘Can you explain this?’” And then, people kept giving me the same feedback, ‘You’re really good at making this easy to understand.’”

At first, she didn’t think much of it. Then the pandemic happened.

Like many clinicians, she started asking herself bigger questions.

"I realized that I love what I'm doing but I want to grow this field. I want to see BCBAs practice in every industry, every specialty that we can. So instead of building another traditional ABA practice, I started sharing educational content online. I started posting easy-to-understand content for ABA...not just for the behavior analysis crowd, but I wanted to expand that to everybody. Shortly after, I started to write my first book Talk Behavior to Me: The Routledge Dictionary of the Top 150 Behavior Analytic Terms and Translations. All of these actions combined started a dissemination movement, the movement ABA needs to grow."

“We talk very well within our little subculture, but as soon as we step outside of that group, we have a hard time explaining what we actually do.”

That observation eventually became her business.

She Didn’t Build an ABA Company. She Solved a Marketing Problem

Today, Kendall works directly with ABA companies, but not in the way you might expect.

Most companies already have marketing departments.

The problem?

As Kendall explained,

“A lot of the time ABA companies will have marketing reps just like everybody else does, but those marketing specialists do not have a background in ABA. When they are trying to explain what these ABA companies do, they have a hard time because they don’t have that background.”

That’s where her company steps in.

“Behavior Influencer serves as a bridge between ABA companies and the clients that they currently serve and that they want to serve.”

In other words, she helps ABA companies explain what they do in a way families can actually understand.

Her work can be as simple as reviewing a brochure or website, or as involved as developing parent resources, consulting with leadership teams, delivering staff trainings, ghostwriting, and serving as an ongoing advisor through a monthly retainer.

Everything client-facing is an opportunity to communicate ABA more clearly.

But her goal isn’t simply removing jargon.

“It has to be accessible for the audience that you’re talking to.”

She even evaluates whether materials are written at an appropriate reading level.

“A lot of people will say, ‘There’s no jargon in it.’ Okay... but it’s also written for a college-level reader.”

“Not everybody has a college degree.”

Her mission is simple.

“We want to make it plain and easy, but also accurate.”

A Business That Could Expand Beyond ABA

Kendall doesn’t believe this problem only exists in our field.

“I foresee possibly disseminating into other industries.”

She explained that healthcare professionals, scientists, and other technical experts often struggle with the exact same challenge.

“Jargon is really just a sign that language hasn’t been adapted for the audience that you are trying to captivate.”

Or, as she put it...

“It’s almost like you’re forming this little secret club... and you’re not really letting other people in.”

The Pricing Model That Made Sense For Her ICP

When I asked Kendall how she decided what to charge, her answer wasn’t based on insurance reimbursement.

“I looked at what BCBAs were making hourly. I looked at what other specialists in similar industries were charging.”

Then she added something every independent BCBA probably needs to hear.

“Know how good you are at what you do. I know I’m really good at what I do, so I’m going to charge accordingly.”

The Practical Advice She Would Give Another BCBA Wanting To Start On Their Own

Finally, I asked what she would tell someone who’s afraid to leave the security of a traditional job.

She didn’t pretend it was easy.

“Moving on and quitting where I was was one of the scariest things that I did. I had no idea what was going to happen.”

Her advice wasn’t to quit tomorrow.

It was to simply start.

“Most people start with something small on the side. Start with one client. Start with one pro bono client. Start really small. Don’t be afraid to niche down and get really specific. Do what you’re really good at. Show the world what you can do.”

Every interview reinforces the same lesson for me.

There isn’t one blueprint for building a career as a BCBA anymore.

Some people are creating caregiver-led practices.

Some are consultants.

Some develop CEUs.

Some work in technology.

Some coach organizations.

And some, like Kendall, help ABA companies communicate more effectively.

The possibilities are far bigger than most of us were ever shown.

For more information about Behavior Influencer LLC, visit: https://www.bxinfluencer.com/store

Book: Check it out here

Want to explore what’s possible?

If conversations like this make you think, “I didn’t even know that was an option,” you’re exactly who I created the Going Independent Community for.

Inside, independent BCBAs from across the country are sharing the real side of building a business:

• What they’re charging (with actual numbers)

• How they found their first clients

• Marketing strategies that actually work

• Credentialing, websites, contracts, pricing, and systems

• Monthly live Office Hours with me where you can ask your own questions

Most importantly, you’ll meet clinicians who are building careers that look completely different from one another, proving there isn’t just one path to independence.

Join the Community → Click Here

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“I’ve been trying to get out of the field of ABA for a very long time.”

She went on to explain how she had attended a female entrepreneur leadership retreat in 2021 that had nothing to do with behavior analysis.

“Coming out of that retreat was when I founded Level Up. That retreat had nothing to do with behavioral health. It had nothing to do with the field of ABA. It was a group of women who owned businesses and how to harness social media to promote and start your business.”

At the time, she had no intention of staying connected to ABA.

“I’m going to do everything I can to get out of ABA. I was still hellbent on supporting people and organizations that were not in the field of ABA at all.”

But what started as an attempt to leave eventually led her somewhere unexpected.

“I Know What Good Looks Like”

As Kristen reflected on her experiences in the field, she realized her frustration wasn’t necessarily with behavior analysis itself.

“I’m very burnt out from the field. Very tired of some of the things that were happening. Throughout the course of my time within the field, I know what good looks like, and I was tired of working with organizations that were okay settling with mediocre at best.”

So instead of leaving the field completely, she found herself focusing on a problem she had observed for years.

Leadership.

Supervision.

Feedback.

And the reality that many BCBAs are never formally taught those skills.

The Leadership Skills Nobody Taught Us

One section of our conversation immediately stood out.

“There’s this assumption that once you have four letters after your name and become a BCBA, you’ve arrived. You’re a great clinician. You’ve worked with clients, written programs, and managed challenging behavior. So naturally, you should be able to do the same thing with staff behavior, right? Except most of us were never taught how to supervise, coach, or develop people. We were taught how to change client behavior, not how to lead teams.”

She believes many behavior analysts understand behavior change exceptionally well until the behavior belongs to employees.

“While there are similarities to the foundational principles of how you change client behavior with how you change staff behavior, people seem to abandon the science when they’re working with staff. They avoid it. They sugarcoat it. They delay it. They make a lot of assumptions.”

She then shared a quote that captured the problem.

“We have operational definitions down to inclusionary and exclusionary criteria for our clients, but then we just seem to scream into the void about, ‘Get your session notes in.’”

Now Kristen’s consulting business is built around teaching others these leadership skills.

How It Started

One of the questions I hear most often from BCBAs considering independent work is:

How do you get your first client? And whether you’re building a consulting business or working directly with learners, you always have to start from 0.

“I always laugh when I say how it all started. It was kind of like Field of Dreams. If you build it, they will come.”

Her strategy was surprisingly simple.

“I just started posting on LinkedIn.”

She began sharing observations, experiences, and thoughts about leadership and the field.

Then people started reaching out.

“People liked what I had to say. Both of my first clients messaged me on LinkedIn. My first client reached out to me and said, ‘I’d love to connect with you. I’d love to learn more about you and the services that you offer.’”

Today, every client relationship can be traced back to LinkedIn in some way.

“That is how I have gotten all of my clients up to this point.”

“You Can’t Steal Second With Both Feet on First”

We also talked about something that comes up frequently in my Going Independent cohort.

Visibility.

Many clinicians struggle with putting themselves out there.

Kristen’s advice was a bit more direct.

“You can’t steal second with both feet on first.”

She acknowledged that posting can feel uncomfortable, especially while still employed.

But she believes action has to come before confidence.

“It’s all about putting yourself out there. Getting people to know who you are. Getting people to like, know, and trust you. I remember thinking, only two people liked my post. But if you were speaking in front of a room and two people came up to you afterward and said, ‘You did a really great job,’ that’s actually really good feedback.”

From Hourly Rates to Value

Like many independent BCBAs, Kristen initially priced her services using an hourly rate.

Looking back, she believes she significantly undervalued herself and she gets into the nitty gritty of ROI.

“Initially it was ‘this is my hourly rate’. It was largely arbitrary. I thought it sounded great and I thought it was reasonable. I actually started working with a business coach. She has been lovely and she has provided a lot of guidance in this particular area because I went from thinking about things from an hourly rate to what is going to be the return on investment and the value of my services."

“If my services are able to retain five BCBAs, or a team of 20 RBTs, I can do the math based upon average reimbursement rates on the hundreds of thousands that my services can bring value in.”

“When my engagement for three or four months is several tens of thousands of dollars, it is still a bargain in the amount that I anticipate helping an organization save. I’ve been able to break it down now into the value and the return on the investment.”

“Usually leadership consulting is not a budgeted line item. So it is having an initial conversation with an organization, really understanding their pain point, how my services can help with that pain point immediately, and then how that translates into financial savings.”

What Level Up Actually Does

Today, Kristen works primarily with ABA organizations that are struggling with leadership development, communication breakdowns, staff retention, and supervisory effectiveness.

Many of the organizations she works with are experiencing similar challenges.

“A lot of people have issues with turnover, and when they’re doing an analysis of why people are leaving, it comes back to communication breakdowns, supervision failures, and not feeling supported."

Rather than providing solutions from a distance, Kristen starts by observing what is actually happening inside the organization.

“I like to come out on site. Being able to lay eyes on what does the interaction look like? How is supervision being run? What are the pain points?”

Her background as both a clinician and operator allows her to evaluate challenges from multiple perspectives.

“I’m a clinician by trade. I’m an operator by trade. I’ve been where they’ve been. I’m somebody who has lived in the weeds before and understands that perspective.”

Once she identifies the barriers, she begins coaching leaders through real-world situations.

“It’s really building out like a treatment plan for the staff.”

Instead of simply telling leaders what to do differently, she teaches the skill directly.

“Let’s role play that. I’m going to be the RBT. You be the BCBA. We’re going to practice what this should look like. Being able to provide the opportunity to role play and model effective communication and feedback is really integral to my services.”

Over time, the goal is for leaders to become less dependent on her support and more confident in their own abilities.

“It’s a skill and it can be taught. But it's a refinement process. You’re not going to be perfect day one. It’s teaching them to be independent and not needing my support.”

“We All Have Our Superpower”

Toward the end of our conversation, I asked Kristen what she would tell a BCBA considering a different path.

Her response felt like the perfect way to end our interview.

“Imposter syndrome can be real. Everybody’s going to have their moment of panic. ‘I’m not going to be able to do it. Somebody else can do it better.’”

But she encouraged people to look at the strengths they already have.

“We all have our superpower. You just have to be willing to tap into it.”

For Kristen, that superpower was leadership, feedback, communication and developing people. And once she recognized it, she built a business around it.

“Once you tap into your superpower and you’re able to get out of your own head a little bit and put yourself out there, your people will come. You will find that you have a lot of value. There’s a lot of people that will find value in whatever that superpower is and what you have to offer.”

Going Independent

One of the reasons I started Going Independent was because I kept meeting BCBAs like Kristen.

Clinicians who saw a problem, recognized a skill they had developed over years in the field, then found a way to build something around it.

The more founders I interview, the more convinced I become that there is no single blueprint for building a meaningful career as a BCBA.

Some people open clinics.

Some focus on caregiver coaching.

Some move into health and fitness.

Some build leadership consulting companies.

What they all have in common is a willingness to think beyond traditional career paths and create work that aligns with their strengths, values, and interests.

If you’re a BCBA exploring independent practice, building a side business, or simply curious about what other paths might exist in our field, that’s exactly why I created the Going Independent community.

Inside the community, we discuss business development, pricing, marketing, service design, client acquisition, and the realities of building something outside of traditional employment.

You’ll also gain access to founder interviews, resources, office hours, and a growing network of BCBAs who are creating their own paths.

Because sometimes the most valuable part of the journey is realizing you’re not the only one asking, “What else is possible?”

Learn more about the Going Independent community here: Join Here

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More often, it starts with a feeling. Or perhaps it’s a realization that something no longer fits.

When I spoke with BCBA Lindsay Milnes, that was the theme that kept surfacing throughout our conversation.

Like many behavior analysts, Lindsay started her career working within traditional autism services. She worked in center-based settings, and followed a path that would look familiar to many BCBAs.

But over time, she found herself wanting something different. She didn’t necessarily want to leave behavior analysis, but she wanted to practice it in a way that felt more aligned with her values.

Looking Beyond Traditional Models

One of the reasons I enjoy these conversations so much is that they remind me how differently behavior analysts can apply the same science.

Lindsay’s journey has taken her across multiple provinces in Canada and through several different service delivery models.

She described the unique challenge of building a practice in Canada, where funding systems look very different than what many American BCBAs are familiar with.

Rather than navigating insurance companies, many services are funded through government programs. Moving between provinces meant learning entirely new systems and figuring out how to build a business within them.

At the same time, Lindsay was becoming increasingly interested in an area outside traditional autism services.

Health and fitness.

More specifically, behavior change.

Combining Two Interests

As Lindsay explored independent practice, she began thinking about how behavior analysis could be used to support healthy habits and lifestyle change.

The idea resonated for a simple reason.

Behavior analysts spend their careers helping other people change behavior.

Yet many clinicians struggle to maintain healthy habits themselves.

Burnout is common.

Stress is common.

Work-life balance is often difficult.

Lindsay saw an opportunity to help the helpers.

Today, she works with BCBAs and trainees through health-focused coaching, behavior change programs, and habit-building support.

And so instead of moving further away from behavior analysis, she found a new way to apply it.

Learning From People Who Had Already Done It

One thing I appreciated about Lindsay’s story was her willingness to learn from others.

She didn’t try to build everything from scratch.

Instead, she sought out mentors who were already doing work she admired.

She spoke about receiving supervision and guidance from experienced BCBAs working in health and fitness, particularly Alexandria and Mallory from ABASI Sports Innovations.

That mentorship gave her a model. A framework. Proof that the path she wanted to pursue was possible.

It’s a reminder that independence doesn’t have to be a solo journey.

Sometimes the fastest way forward is finding someone who has already solved the problems you’re trying to solve.

The Pricing Lesson Many BCBAs Need to Hear

Like many independent clinicians, Lindsay had to learn how to think differently about pricing.

Most BCBAs spend years working inside systems where rates are determined for them.

Independent practice requires a completely different mindset, especially one outside of the traditional setting.

One interesting decision she made was pricing her services in U.S. dollars.

Why?

Because the majority of her audience and potential clients are located in the United States.

Instead of limiting herself to her local market, she built her business around the community she was actually serving.

It’s a simple idea, but an important one.

Sometimes we become so focused on geography that we forget how accessible a broader audience can be.

Start Smaller Than You Think

When I asked Lindsay what advice she would give to BCBAs considering independence, her answer was refreshingly practical.

Start small. Build confidence. Learn as you go.

There is a misconception that independence requires a dramatic leap. To immediately quit your day job and launch a business right away. But we don’t have to figure everything out at once.

Lindsay herself admits that she built gradually, she learned from mentors and was able to test out ideas.

She then refined her offers and allowed her confidence to grow alongside her experience.

A Career That Fits

One thing I have noticed after interviewing dozens of independent BCBAs is that the most fulfilled clinicians rarely build businesses that look exactly like someone else’s.

Instead, they build careers around their interests, strengths, and values.

For Lindsay, that meant combining behavior analysis, health, fitness, coaching, and entrepreneurship.

For someone else, it might mean caregiver training or adult services or consulting or technology…

The details are different but the principle is the same.

Independence is often less about escaping something and more about creating something that fits.

And sometimes that starts by giving yourself permission to explore where the science can go next.

You can learn more about Lindsay here:

IG: @behavioral_inspirations

LinkedIn: https://www.linkedin.com/in/lindsaymilnes

website: https://www.lindsaybehaviourconsulting.com/resourcesforabaprofessionals

Going Independent

This platform exists to highlight the clinicians, systems, and ideas reshaping what independent practice can look like both inside and outside traditional models.

The more conversations I have, the more convinced I become that there is no single blueprint for building a meaningful career as a BCBA.

What matters most is finding a path that aligns with your values, your strengths, and the work that energizes you.

For support in building an independent practice, click here: Join the Community

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Some open clinics.

Some start private practices.

Others take the skills they developed as BCBAs and apply them somewhere entirely different.

When I spoke with Kieva Hranchuk, I immediately knew her story fit into that last category.

Looking Beyond Autism Services

When I asked Kieva how she ended up building a business in sales, she started with a much bigger idea.

“I’ve always been a big thinker in regards to trying to figure out where behavior analysis can go. Our field has done amazing things in the autism space. But the science of human behavior is the science of human behavior and applies to all other areas.”

“Now I own a company called Buyer Behavior Inc. I help entrepreneurs and sales teams sell their offers better using behavior science. It really started when I started seeing people making money online. I guess it happened during COVID when people started pivoting. Being the observer that I am, I started watching.”

Rather than seeing marketing and sales as separate from behavior analysis, she started noticing similarities.

The Parallel Between Therapy and Sales

As she watched online business owners, something stood out.

“I really noticed that there’s this parallel between a therapist and a client and a buyer and a seller. You’re in this position where you’re sitting across from someone, trying to get them to do something meaningful. And we as BCBAs have those tools. We’re kind of selling all day, every day. We’re selling the learning objectives and the goals.”

“When you’re actually selling to someone, it’s a behavior and buying is also a behavior. If behavior is truly behavior, like Skinner says, then we should be able to apply the science.”

That realization became the foundation of her business.

She didn’t want to leave behavior analysis behind, she simply saw another place where behavior analysis could be applied.

Building Buyer Behavior Inc.

Today, Kieva primarily works with entrepreneurs and business owners.

But behavior analysts continue to find their way into her programs.

“My ideal client right now is not a BCBA because I’m trying to speak to a broader audience. That being said, I have a bunch of clients who are BCBAs, which I love because then I get to speak the science with them using more jargon than I would with my other clients.”

“Lots of BCBAs have their own businesses and so they understand how to get themselves out there and bring new leads in and convert them. I refer to my work as the science of yes.”

“And I do have methodologies. My framework is called Buyer Behavior Shaping or The Yes ARISES Ladder. It’s what a buyer needs to move through based on the context they’re in before they feel safe and comfortable saying yes.”

As she described her work, I kept thinking about how many BCBAs underestimate the value of the skills they already possess.

The Pricing Shift

Like many entrepreneurs, Kieva also had to rethink how she viewed pricing for her services.

Particularly after years of working within traditional ABA systems.

“I’ll start by addressing the extreme pivot that exists between being a BCBA and moving into business. You have to learn to speak about yourself. That’s really hard for me.”

“When it comes to pricing, that’s also different. Some of the rates that I charge for coaching would have blown my mind before. A lot of business coaches and BCBAs over the past year and a half are often surprised by the rate change from clinical to corporate. It’s totally not a direct comparison between the two fields. There’s a difference between parents who are spending half of their paycheck to get their child services and a large million-dollar enterprise hiring you for some corporate training.”

I suspect many BCBAs considering independent work will relate to that.

At some point, most of us realize that insurance reimbursement rates are not the only way to determine value.

There Are More Possibilities Than You Think

Toward the end of our conversation, I asked Kieva what she wanted other BCBAs to know.

Her response was immediate.

“There are possibilities. You could do literally whatever you want. I was like, selling. That’s a behavior. Lots of people need that help.”

“I would love to help them understand how to leverage the skills that they don’t realize they have. Behavior analysts have those skills. Use those skills to apply them to your own business and in so many different ways.”

That felt like the central message of our conversation.

Not that every BCBA should start a sales company or that everyone should leave clinical work.

But that many behavior analysts have a much broader skill set than they realize.

An Anti-Bro-Energy Sales Coach

Before we wrapped up, Kieva shared something that made me laugh.

She described herself as an “anti-bro-energy sales coach.”

Then she explained what she meant.

“One of the pillars of my work, I call it seller conviction. I pride myself in being what I call an anti-bro-energy sales coach. I really work on having people fall in love with selling. Selling is not bad. Going out there trying to help people that you’re actually trying to help with your service? That might resonate with BCBAs who are scared to sell themselves or run a business.”

I think she’s right.

Many behavior analysts are uncomfortable with sales.

We worry about being pushy.

We worry about being self-promotional.

We worry about getting it wrong.

Kieva’s perspective is different.

If you’re genuinely helping people solve a problem, sales becomes less about persuasion and more about service.

Final Thoughts

Most BCBAs work in autism services.

Kieva chose a different path.

What I appreciated most about her story wasn’t necessarily the business she built, which by all means is alone worth celebrating.

It was the reminder that behavior analysis is bigger than the settings where most of us were trained.

And sometimes the opportunities we’re looking for aren’t found by learning something completely new.

Sometimes they’re found by applying what we already know in a place nobody else thought to look.

Join the community of BCBAs building something new here:

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Ashley Quail, founder of Healthy Behaviors saw something different.

Two Passions, One Science

“I think I have a very classic background when it comes to ABA. I started in the field and went on to get my master’s degree. But at the same time, I grew up a competitive dancer. Health and fitness has always been a huge part of my life.”

As Ashley learned behavior analysis, she started noticing connections between the science she was studying and the habits she had spent years thinking about.

“I was sitting in my master’s program learning about behavior analysis, and at the same time thinking about eating habits, exercise habits, and behavior change. I felt like I was bringing these two worlds together. I remember thinking, this could be so helpful for literally anyone and everyone.”

Starting With One Person

Like many businesses, Healthy Behaviors did not begin with a detailed business plan.

It began with a conversation.

“I had a friend from my master’s program who came to me and said, ‘I think I need help, and I think you can help me.’”

That first client became an opportunity to test ideas, collect data, and learn.

“She was kind of my guinea pig through all of this. It gave me a lot of background data to work from. It was trial and error. We shaped behavior and learned as we went.”

As progress was made, Ashley realized she might be onto something.

Finding the Gap

As she worked with more people, Ashley noticed a common pattern.

“I’ve worked with people who also have physical therapists and chiropractors. These are typically the people who seek out help. But I noticed that they have all these professionals telling them what to do, but nobody really has time to help them follow through with those recommendations.”

Choosing a Niche

As Ashley continued building, she became increasingly interested in serving a specific population.

“One thing I’ve learned a lot about more recently surrounds menopause and perimenopause. I think that’s a niche that could really benefit from behavior analysis.”

She explained that many of the women she hopes to serve are navigating major life changes after decades of established routines.

“They’ve lived their lives one way for so long, and now they’re trying to adjust to something completely different. And I can help with that through a behavior analytic lens.”

Learning to Charge for Your Expertise

One of the biggest lessons Ashley has learned has nothing to do with behavior change.

It’s pricing.

“Pricing was definitely a challenge for me. I wanted to lower my prices at first. I wanted to give away coaching for free to people because I want to help them.”

Many helping professionals will recognize that tension. The desire to help often comes naturally. Learning how to build a sustainable business around that desire can take longer.

Marketing a Service People Don’t Understand

Ashley admits marketing has been one of the more difficult parts of building a business.

“I think my biggest thing is consistency.”

She already had a fitness-focused Instagram account, but maintaining a consistent presence proved challenging.

“The hard part is you have to be so consistent with it. My plan is just to educate people. Most people don’t actually understand behavior analysis. So that's where my social media is shifting now.”

Ashley isn't approaching marketing by trying to convince people they need behavior analysis. Instead, she's focusing on helping people understand how the science applies to challenges they already face around health, fitness, and behavior change.

What Do You Have to Lose?

When I asked Ashley what she would say to another BCBA considering a non-traditional path, her answer came quickly.

“At the end of the day, what do you have to lose?”

For Ashley, the decision came down to something deeper than business ownership.

“I’ve always had this in the back of my head, and I felt like I would be doing a disservice to myself if I didn’t go for it.”

Although Healthy Behaviors is still new, she already feels confident she made the right decision.

“Healthy Behaviors is still very fresh, but these have been some of the happiest months of my life. I know I’m doing my future self a service right now. If it fails, it fails. At least I can say I tried.”

A Different Way to Use a BCBA Credential

Many BCBAs think independence means starting a private practice.

Ashley’s story offers another possibility.

By combining her passion for health and fitness with behavior analysis, she created a business that reflects both.

And perhaps that’s the bigger lesson.

The science of behavior analysis can go far beyond the settings where most of us first learn it.

Going Independent

This platform exists to highlight the clinicians, systems, and ideas reshaping what independent practice can look like both inside and outside traditional models.

The more conversations I have like this, the more obvious it becomes that there is no single “right” way to build a career as a BCBA.

Some people build clinics.

Some build caregiver-led models.

Some move into adult services.

And some, like Ashley, combine behavior analysis with an entirely different passion.

What matters most is building something intentional, ethical, and sustainable.

If you’re a BCBA who has ever wondered whether there might be another way to apply the science you love, Ashley’s story is a reminder that there is no single blueprint for building a meaningful career.

That is exactly what we explore inside Going Independent through interviews, mentorship, and cohort discussions with clinicians who are creating careers that align with their interests, values, and long-term goals.

For inquiries regarding 1:1 mentorship or the Going Independent community for independent BCBAs please click the link below:

Sign up here

Stories and insights shared here reflect individual experiences. Certain details may be modified to protect privacy. This platform is intended for professional education, mentorship, and discussion.

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Today, she owns a private practice that was built almost entirely through relationships, referrals, and word of mouth.

Looking for Something Different

Nicole can pinpoint when she first started questioning the traditional path.

“I feel like somewhere around 2018. My second son was born, I moved to New Jersey, and the center that I was a clinical director for was continuing to grow.”

As the organization expanded, Nicole found herself asking whether she wanted to continue growing alongside it.

“I was like, I don’t really know if I want to oversee more and more people. I could see where it was heading, and I don’t actually know if that’s what I want to do.”

That realization led to a simple but important question.

“Well, if not this, then what?”

Starting Before She Was Ready

Nicole officially formed her business while still working as a clinical director.

At the time, she wasn’t planning to leave immediately.

Instead, she was preparing for the possibility.

“I started part-time in addition to being a clinical director. I was thinking about this idea that at some point I’m not going to have a steady income. I need to start doing more and saving money for this cliff that’s going to happen at some point.”

Then COVID arrived.

“I think COVID was my breaking point.”

At the same time, Nicole was navigating significant life changes.

The timing forced her to think seriously about what she wanted next.

Her First Clients

When I asked Nicole where her first private pay clients came from, her answer wasn’t marketing, advertising, or social media.

It was through relationships.

“I had families who were no longer staying at the center where I worked.”

Those opportunities led to additional referrals.

“My next client came from a former parent.”

That referral led to more opportunities.

“A lot of it, I think, was that my reputation had developed and people kind of knew who I was. People were like, ‘Oh, she’s practicing privately. Let me go to her.’”

“I Do the Things I Enjoy Doing”

Today, Nicole’s business includes a private practice, mentorship and training for BCBAs, CEUs, a podcast, and a training platform designed to support future behavior analysts.

When I asked Nicole how she describes what she does, she laughed.

“I feel like I have to work on how to answer that question because I do a lot of different things. I do the things that I enjoy doing. And I think that’s a big piece of it. There is a thread of empowering other people and believing that things can be different. That behavior can change. That we can shape behavior. I feel like that’s threaded throughout all these different pieces of my business.”

Nicole described her private practice as the primary part of her business, but it’s far from the only thing she’s building.

“I just enjoy what I do so much.”

Not everyone has access to mentorship, support, or examples of alternative ways to practice. Nicole believes that has shaped how she approaches her work today.

“I felt very passionate about showing people that we don’t have to stay in a traditional model. We don’t have to stay in this tiered model. There are so many other ways that BCBAs can practice. I’m very much a rising tides lift all ships person. I really do believe there are so many people out there that need support and need help from behavior analysts. The more we help each other, the better.”

Why She Never Built Sales Funnels

One of the most interesting parts of our conversation came when we started talking about marketing.

“I don’t want to do sales funnels. They’re not for me.”

Instead, she focused on something she enjoyed much more. She found that relationships felt more natural than marketing systems.

“At least with networking, I enjoy talking to people. Having a solid network and creating a word-of-mouth business was a more effective strategy for me.”

Years spent building trust with families, professionals, and colleagues became the foundation of her private practice.

Helping Other BCBAs See What’s Possible

As her business grew, other BCBAs started reaching out.

“I get emails from people saying, ‘Hey, I saw what you do and I want to do what you do.’”

Those conversations became increasingly meaningful to her.

“Not everybody has that same energy that I have. But that doesn’t mean they can’t do it. They might just need scaffolding and prompting and support. I know how to do all these things and I want to share it with other people who may not know. I enjoy all the teaching and training because I feel so strongly that I love what I do.”

Building Through Relationships

Throughout our conversation, Nicole repeatedly returned to the same theme.

Relationships.

Her first clients came from families who already knew her.

Additional referrals came from former parents and professional connections.

And years later, word of mouth continues to be one of the primary drivers of her business.

“A lot of it was that my reputation had developed and people knew who I was.”

Going Independent

One of the reasons I wanted to share Nicole’s story is because many BCBAs assume they need sophisticated marketing systems before they can begin building independently.

Nicole’s experience suggests something different.

Long before she had a website, a podcast, or multiple business ventures, she built relationships.

And those relationships became opportunities.

If you’re a BCBA considering independent practice, Nicole’s story is a reminder that the connections you’re building today may become the foundation of the business you build tomorrow.

Looking for More Support?

Many of the conversations I have with independent BCBAs come back to the same themes Nicole shared today: relationships, community, mentorship, and seeing examples of what’s possible.

That’s one of the reasons I created the Going Independent Community.

The interviews on Substack are free, but sometimes reading a story isn’t enough. Sometimes you want to ask questions, share ideas, get feedback, or connect with other BCBAs who are actively building their own paths.

Inside the community, you’ll find independent BCBAs exploring consulting, private practice, caregiver-led models, CEUs, BCBA-direct services, and other alternatives to the traditional model.

If Nicole’s story resonated with you, we’d love to have you join us.

→ Join the Going Independent Community: Join Here

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In fact, she intentionally walked away from one.

Where This Started

Right from the beginning, it was apparent how deeply connected Shanti’s business model was to both her personal life and her beliefs.

“A lot of it has to do with faith. I genuinely believe these kids were created for something special from God. We are actively working against what they were put here for when we place limitations on them. That drives me an awful lot and I bring it to every single case that I encounter.”

She also shared how much her own son shaped the way she now practices.

“One of my children is also on the spectrum and if I had followed the advice that I was given for him when he was small and when he was first diagnosed, I shudder to think about how limited he would have been and how much he would have been held back. Instead, he’s off at college absolutely crushing it.”

“And if I had listened to some of the recommendations people gave me early on, maybe he’d be in a group home. Maybe he’d be in a day program. He’s astounding. He’s absolutely astounding. And it kills me inside to think that there are others out there like him that are being limited by the expectations people place on them.”

Why She Walked Away From the Clinic Model

That perspective completely shaped the type of practice she wanted to build.

“With the clients that we’re privileged to work alongside, we are mostly providing in-home and community-based services. We make sure that if part of the goal is for our clients to learn to access these spaces independently, then the starting point is actually helping them access those spaces. So that’s where we are 90% of the time.”

Shanti explained that she originally operated a standalone clinic, but over time she became increasingly frustrated by how difficult it was to generalize skills into real environments.

“I used to have a standalone clinic, but I found myself really struggling to get my staff to take the clients out into public spaces. Into stores. Into parks. Into libraries. There was always some reason why it wasn’t happening.”

“At the end of the day, we ditched the standalone clinic as our therapy space and the progress that the clients showed from that point forward looked like I put their progress on fast forward. I can’t ethically ignore that acceleration.”

The Shift Into Community-Based Therapy

One of the biggest themes throughout the conversation was her belief that discomfort is often necessary for meaningful growth.

“We aren’t called to be comfy. In fact, the entire industry is based around the notion that we make people uncomfortable enough to change because nobody changes when they’re cozy.”

“There’s a lot of discomfort going into public spaces at first. There’s discomfort in waiting for your table. There’s discomfort in standing in line at the grocery store. There’s discomfort in ordering at a concession stand. But those are the real struggles people are going to encounter in life.”

She also talked about how much planning and support true community-based work actually requires.

“It’s not just as simple as taking somebody into the community. You need to go into it with a plan A, a plan B, and a plan C in mind.”

And unlike many providers, her staff are expected to experience those moments alongside families.

“We’ve done baseball outings where families are invited along because we want them to see what this looks like. We show them how to plan ahead. We show them how to manage it. And if it takes the client 12 minutes to order at the concession stand, then it takes 12 minutes.”

Why Traditional ABA Systems Didn’t Fit

As the conversation shifted toward systems and operations, Shanti was very direct about her frustration with many ABA platforms currently on the market.

“I thought bigger systems were automatically better. They really aren’t. A lot of them are specifically designed around DTT clinics and school-based models.”

Then she said something that perfectly captured the philosophy behind her company.

“It should feel more like a therapy practice and less like an assembly line.”

That mindset influenced how she built the business operationally as well and which platforms she chose to use.

“SimplePractice fit us much better because the capabilities are more sophisticated in a way that actually aligns with how we practice professionally.”

Simple Practice is not an ABA-specific platform. But when a provider goes outside the ABA market to find what she needs, that says something important about where the field is still lacking.

Building Something Different

When I asked how she found her first clients, her answer was straightforward.

“Some of my clients followed me when I left the agency I was initially with. Then they referred others. And along the way, I worked really hard at differentiating myself.”

Toward the end of the interview, I asked what she would say to the BCBA sitting at home wondering whether they could build something independently. Her answer was probably one of the most honest moments in the entire conversation.

“When I decided that I wanted to run my own business, I also went and got an MBA because business skills are not BCBA skills. People talk about how stressful billables are. I’m personally coming off five weeks straight where I worked 70 hours a week.”

But despite that reality, she still believes deeply in building something of your own for the right reasons.

“Go after it because you want to build something ethical. Build something sustainable. Build something that genuinely serves people.”

What This Points To

There’s a growing number of BCBAs building outside the traditional clinic model.

More community integration.

More caregiver involvement.

More real-world teaching.

Less assembly-line treatment.

Less dependency on clinic walls.

And for many clinicians, that shift feels far more aligned with the outcomes they actually want for clients.

Going Independent

This platform exists to highlight the clinicians, systems, and ideas reshaping what independent ABA practice can look like both inside and outside traditional models.

The more conversations I have like this, the more obvious it becomes that there is no single ‘right’ way to build as a BCBA.

-Some people build clinics.

-Some build caregiver-led models.

-Some move into adult services.

-Some build community-based programs like Shanti.

What matters most is building something intentional, ethical, and sustainable.

That’s exactly what we focus on inside my Going Independent mentorship, community and cohort programs.

For inquiries regarding personal mentorship or the Going Independent cohort, please visit:

Join Community Here

Stories and insights shared here reflect individual experiences. Certain details may be modified to protect privacy. This platform is intended for professional education, mentorship, and discussion — not critique of specific individuals or organizations.

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“If you’re thinking about it, you’re ready.”

I think a lot of BCBAs live in that space for much longer than they admit. Not fully ready to leave their current position, but no longer feeling fully aligned staying where they are either. They start thinking differently about work. About autonomy. About flexibility. About wanting more control over the type of clinician they become and the type of life they build around their work.

When Jerrod first started independently, it wasn’t because he had a polished business plan or some perfectly mapped-out transition strategy. In fact, he was very honest that it was very messy from the beginning.

“Going off on my own… a few things had to occur. I was working with a company and I was saying yes to a lot of things that I should have said no to.”

As he reflected on that period of his life, he described feeling increasingly misaligned with the environment he was working in. During 2020, after several difficult professional experiences, things finally reached a breaking point.

Rebuilding the Way He Practiced

One thing that became very clear throughout our conversation was how deeply Jerrod missed direct clinical work. While many clinicians move further into supervision and administration over time, he found himself pulled back toward direct connection with families.

“That’s what drew me into it. Because I really missed direct sessions. I missed feeling connected to the actual reason I entered the field. Now I provide direct BCBA-led therapy while working for myself and I love it. I have two clients and can make a living. After all those years of doing it one way, now I’m feeling like, ‘This is why I joined ABA’.”

As his independent practice evolved, he also began rethinking the way he approached behavior clinically. He described becoming increasingly interested in nervous-system-informed care and compassion-based approaches alongside his ABA background.

“The nervous system is the number one thing I think about.”

Jerrod explained that additional parent coaching training significantly shifted the way he viewed both behavior and intervention.

Building Something That Actually Fits

One of the most interesting parts of our conversation was how independent practice gave Jerrod room not only to build a business, but also to evolve professionally in ways that felt authentic to him.

Today, he is exploring consultation work around nervous-system-informed support for staff and organizations in addition to his direct clinical work.

“I want to spread this type of model and system to every house. Every clinic.”

At the same time, he was also very honest about the emotional realities of independent work.

“As independent BCBAs, it gets lonely. Trust in other BCBAs. Trust in people who have been there before and make that investment to connect.”

That’s a theme I continue hearing repeatedly through these interviews. Many clinicians are not necessarily struggling because they lack ideas, skill, or motivation. They’re struggling because they are trying to build something different without proximity to other people doing the same thing.

And honestly, that is one of the biggest reasons I created Going Independent in the first place.

Not to convince clinicians to leave their jobs. Not to sell entrepreneurship as easy. But to create more visibility into what independent practice actually looks like in real life, including the uncertainty, mistakes, growth, and freedom that often come with it.

“If You’re Thinking About It…”

Toward the end of our conversation, I asked Jerrod what he would say to the BCBA sitting there thinking about going independent, but feeling scared to actually move forward.

“It is messy. There’s times where I stress out.”

But then he also said something I think many clinicians need to hear.

“I’m not really working. It doesn’t feel like work anymore. I’m choosing where my time is going. If you’re thinking like that… you’re ready.”

I think many clinicians believe they are supposed to feel fully certain before they begin building something independently. But most of the people I interview did not start with certainty. They started with discomfort, burnout, curiosity, misalignment, or a growing feeling that there had to be another way to practice.

That’s also why I continue building my Going Independent mentorship program and clinician cohorts. Most BCBAs do not need someone to magically “motivate” them. They need proximity to other clinicians, honest conversations, practical guidance, and support translating vague ideas into actual structure and movement.

And sometimes, they simply need someone to reflect back to them that they are more ready than they think they are.

For information about mentorship and cohort options visit:

Click here

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“I want to build something that my family, my boys, can be proud of five, ten, fifteen, twenty years from now. I loved being a clinical director. I loved the challenge. I loved the inspiration. But at some point, I wanted to generate that myself and hopefully give that back to the world because people want it. I feel that.”

He also spoke openly about something I think many BCBAs relate to.

“Falling out of love with a field that I love so much. I understand that.”

And according to John, part of building independently was trying to reconnect with that original purpose.

Where This Started

John explained that his private practice really came out of years of specialized experience working with highly verbal clients, OCD, anxiety, teens, adults, and military populations.

“My private practice came out of the fact that I worked at an OCD clinic serving individuals with co-occurring autism. I became director of operations there and I really learned that I enjoyed working with preteens, teenagers, and adults. I’ve done early intervention too, but that population was really my background and I loved it.”

Over time, he started realizing he wanted to build something that looked very different from the traditional insurance-based ABA structure.

“When I left, I wanted to go independent and do essentially what counselors and psychotherapists do. I also knew I had to do private pay.”

Why He Chose Private Pay

One of the most interesting parts of the conversation was hearing John talk about private pay in a way that felt realistic and attainable.

“Because of the referrals I have coming in now, they’re very specific referrals. There are individuals who can afford my services. In the Dallas-Fort Worth area, there is absolutely a market for that.”

What was especially interesting was hearing how he described building his rates.

“I knew the area pretty well. I knew what people were charging because honestly it was on their websites and we had conversations about it. What do you charge for 50 minutes? What do you charge for 90 minutes? I used that more as orientation than anything else.”

And according to John, once he stopped viewing everything through the lens of insurance reimbursement, things started to open up more.

“We get boxed into thinking we have to charge what insurance reimburses. But private pay doesn’t have to work that way.”

Keeping Things Simple

One of my favorite parts of the conversation was honestly hearing how simple John keeps his systems.

Especially because there is so much messaging in ABA right now that everything has to be massive, automated, and complicated.

“The abundance of data being collected… I don’t necessarily have to do that in private pay. Not that I’m against data collection. There are absolutely reasons why you should tighten that up. But for me, a lot of the data I’m taking is paper and pencil, Excel spreadsheets, and simple templates.”

He laughed a little while talking about it because it was clear he knew how “unimpressive” that might sound compared to large ABA organizations.

And clearly, it works for him.

“I’m pretty old school with it honestly.”

He emphasized relationship-based care over systems.

“With me, you get me. That’s what you’re getting all the time.”

And because he intentionally kept his caseload smaller and highly individualized, the workflow stayed manageable.

“I have plenty of interactions with the families, caregivers, parents, and individuals. It’s less about huge systems and more about understanding what their goals actually are within that context.”

Technology, Expansion, and Growing Slowly

John also spoke openly about how little technology he actually uses compared to many larger ABA organizations.

“Technology-wise, honestly nothing’s been super helpful for me right now.”

Instead, most of his workflow remains intentionally simple.

“I use Adobe to send documents and password protect behavior plans and reports. I use templates I’ve created. That’s basically where I’m at.”

And according to John, part of that simplicity is because he still remains the sole provider.

“If I expanded, I probably would need something more. Mostly for onboarding and training.”

But right now, he intentionally keeps the practice small and relationship-focused.

Why Referrals Matter More Than Marketing

One thing I found especially interesting was how little emphasis John placed on aggressive marketing.

Instead, almost all of his growth came through relationships and professional reputation.

“I’ve honestly been lucky to have really good colleagues in the area refer to me. That’s been super sustainable. It does not have to be that complicated to start off. If you have three or four good referral relationships, it can absolutely work.”

That perspective felt refreshing because so much of the current conversation around independent practice centers around giant systems, funnels, branding strategies, and scaling quickly.

John’s model felt much slower.

Much more relationship-driven.

And honestly, much more sustainable.

The Importance of Taking Opportunities

Toward the end of the conversation, John repeatedly came back to one theme: take opportunities while someone else is still paying you to learn.

“If there’s an opportunity, jump on it while someone’s paying you to do it.”

He explained that many of the skills he now uses in private practice came from previous positions in operations, outreach, business development, and clinical leadership.

“Everything translates. All of it carries over into what you’re doing.”

And according to John, one of the biggest mistakes clinicians make is assuming those experiences are unrelated to eventually owning a business.

What He Would Tell Other BCBAs

When I asked what advice he would give to the BCBA nervously thinking about starting something independently, his answer became much more reflective.

“I think to really understand the impact you can make, you really have to understand your community and the people in it. I really encourage the love of the field. I think that gives you motivation to tolerate the discomfort of doing things on your own and taking the next step.”

Toward the end of the interview, he also spoke openly about how becoming a father changed the way he viewed his work entirely.

“I have two young boys, four and one years old, and that really makes a difference for me. It adds another huge layer to what I do. I look at my professional work as a huge part of my life, but I’m also purposeful about not taking away time from my family and my wife.”

“What I do matters because of my family. And I’m proud to do that.”

What This Points To

There’s a growing number of BCBAs building outside the traditional insurance-based ABA model.

Smaller caseloads.

More specialization.

More flexibility.

More relationship-driven care.

And increasingly, clinicians are realizing they do not have to build massive organizations to create meaningful work.

Sometimes it starts with:

• a specialty,

• a few strong referral relationships,

• and a willingness to do things differently.

Going Independent

This platform exists to highlight the clinicians, systems, and ideas reshaping what independent ABA practice can look like both inside and outside traditional models.

The more conversations I have like this, the more obvious it becomes that there is no single “right” way to build a career as a BCBA.

Some people build clinics.

Some build caregiver-led models.

Some move into adult services.

Some specialize in private pay work like John.

What matters most is building something intentional, ethical, and sustainable.

That’s exactly what we focus on inside my Going Independent mentorship and cohort programs.

For inquiries regarding personal mentorship or the Going Independent cohort, please visit:

Click Here

Stories and insights shared here reflect individual experiences. Certain details may be modified to protect privacy. This platform is intended for professional education, mentorship, and discussion — not critique of specific individuals or organizations.

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“I was finding that I could make really good money but have little to no oversight, no mentorship, and no support. And that wasn’t fair to the staff and it wasn’t fair to the families because they deserve that. Frontline workers deserve that. RBTs and BCBAs deserve that. Families deserve that. And eventually we kept saying, if we can’t find what we’re looking for, then maybe we need to create it.”

Because Francesca practiced across multiple states, she was also able to see firsthand how dramatically different ABA can look depending on where you practice.

“There really weren’t many clinics around when I started. I don’t even know if there was one in my area. It was all pretty much in-home. Then moving to Georgia and seeing different companies and different systems really changed my perspective.”

Building Something Different

One of the most interesting parts of the conversation was hearing Francesca explain that starting a company was never originally the goal.

“I did not want to do this initially. Obviously now we’re in the thick of it and I love it, but this wasn’t originally something that was planted in my heart until eventually it was.”

What eventually emerged was an assent-based company centered heavily around culture, onboarding, training, and consistency.

“We are a client-led assent-based clinic but also provide in-home services. Whether you’re an RBT for 10 years or 10 days, you go through the same process. You shadow our staff. You learn our systems. You learn our expectations. We have a pyramid that we distribute so that from the onset, everybody understands how we make decisions and what our standards are.”

One thing Francesca repeatedly came back to was intentionality, not just clinically but operationally too.

“There are local companies that we respect that still say they have a 15-hour minimum because monetization matters. But we’ve always had to ask ourselves what actually serves the family. We’re very culture-based. Very family-based.”

The Mistakes They Learned From

When I asked Francesca what mistakes newer founders could learn from, her answer became extremely practical very quickly.

“The biggest mistake was probably not establishing a radius early on. A lot of people launch in-home first because there’s less overhead and lower startup costs, but it becomes very difficult trying to find staff willing to drive those distances when somebody calls out or when you suddenly need replacement coverage.”

She also emphasized how important consistency became as they scaled.

“We’ve been very strategic with saying what we mean and meaning what we say. If something’s in place, it’s what we’re going to follow through with.”

Why They Built Their Own Platform

One of the most fascinating parts of the conversation was hearing Francesca talk about technology and workflow systems.

Like many founders, they initially purchased ABA software systems.

And like many founders, they eventually became frustrated.

“We learned the hard way. A lot of systems force you into their workflow instead of supporting how your company actually practices. We didn’t realize that until we were already deep into using them.”

Eventually, that frustration pushed them toward building something internally.

“Yes, we built our own platform specific to our company.”

“For what we do clinically, we needed something that actually supported our treatment planning and our philosophy. It handles all of the different aspects of our treatment planning in a clean format while still maximizing programming.”

But despite all the focus on systems and technology, Francesca was very clear that technology should never replace the actual clinical relationship.

“It will never replace the person-to-person component. But if we can reduce the administrative load, then our staff can spend more time actually being hands-on with clients.”

Waitlists, Ethics, and Clinical Fit

As the conversation shifted toward growth, Francesca spoke openly about one issue that constantly comes up in ABA: waitlists.

But her perspective on them felt very different from what I typically hear from founders.

“If we don’t have staff, we tell families we don’t have staff.”

She explained that while some families choose to remain on their waitlist specifically for their company, they intentionally avoid overpromising services or holding families unnecessarily.

“We have providers that we network with. That’s part of having a community.”

One of the most interesting parts of their intake process was how direct they are about clinical fit from the very beginning.

“We tell families to come meet us first. You can see our faces. You can ask us questions.”

The Importance of Mentorship

Toward the end of the conversation, Francesca repeatedly came back to one theme:

mentorship.

“I think it’s very understated that if you are going to go into business, you need a mentor. And honestly, even if you never own a business, you still need a mentor. You need somebody experienced to guide you because business ownership is completely different.”

She explained that while she understood the clinical side well, business ownership required a completely different set of skills.

“My business partner knew operations. I knew clinical. But it’s still been very tough. If you’re going to commit, you have to commit. Even before we officially launched, we had business cards, we had a website, we had social media pages. Start somewhere and make your brand.”

What This Points To

There’s a growing number of BCBAs building companies that look very different from traditional ABA models.

More assent.

More intentional culture.

More individualized systems.

More focus on clinical philosophy instead of volume alone.

And increasingly, founders are questioning whether some models are actually aligned with the kind of care they want to provide.

Going Independent

This platform exists to highlight the clinicians, systems, and ideas reshaping what independent ABA practice can look like both inside and outside traditional models.

The more conversations I have like this, the more obvious it becomes that there is no single “right” way to build a career as a BCBA.

Some people build clinics.

Some build caregiver-led models.

Some move into adult services.

Some build assent-based companies like Francesca.

What matters most is building something intentional, ethical, and sustainable.

That’s exactly what we focus on inside my Going Independent mentorship and cohort programs.

For inquiries regarding personal mentorship or the Going Independent cohort, please visit:

Melissa Kozak Stan Store

Stories and insights shared here reflect individual experiences. Certain details may be modified to protect privacy. This platform is intended for professional education, mentorship, and discussion — not critique of specific individuals or organizations.

Subscribe now

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At the time, he had left teaching and entered ABA looking for something different.

“I left teaching in 2017 to go work at a clinic. Honestly, I didn’t even know what the pay was. I just knew teaching pay was not it.”

Then an opportunity came up.

“I was told, ‘Well, we have a placement at a group home. What do you think about that?’ And I was like, ‘Sure.’”

He laughed while telling me this because he admitted he knew almost nothing about group homes at the time.

“I didn’t know anything about group homes other than what I saw on TV. It wasn’t what I expected. When I was there, I wasn’t seeing children just sitting at a table doing programs. They were really working on life skills and implementing things in real time. And honestly, I enjoyed it. We don’t have many BCBAs in the group home space.”

That experience eventually pulled him toward a part of behavioral health most BCBAs have minimal experience in: group homes, adult services, foster care, and high support residential settings.

The Operational Side Looked Completely Different Too

Arthur explained that running group homes feels very different from operating a traditional ABA company.

“When it comes to reimbursement, it’s completely different. We have a set daily rate. Basically you’re invoicing and confirming how many days they were there.”

And unlike traditional ABA startups, many operators in this space are not BCBAs at all.

“You don’t have to be a BCBA to open a group home here.”

He also learned very quickly how important operations and compliance become in residential care.

“I learned paperwork was important really quickly. I saw other companies mess up on Medicaid paperwork and people were fired because of it.”

The First Version Failed

One of the most important parts of the conversation was hearing Arthur openly talk about shutting down an earlier version of the business. It’s vital for others to learn from this. Failing doesn’t equate to giving up entirely. He and his wife originally attempted a different residential model serving at-risk youth.

“It didn’t work. And we just voluntarily shut it down.”

Then something unexpected happened at a special needs conference in Orlando.

“A friend asked me, ‘Do you take children with autism?’ And honestly, I didn’t even know we could. That one conversation completely shifted the direction of the company. We reopened and changed who we were working with.”

The Importance of Community

Arthur repeatedly came back to one thing throughout the interview: community, mentorship, and professional relationships.

“I built this with a lot of help. The entrepreneurship podcasts helped a lot. My business coach helped a lot. But honestly, going to conferences and meeting people was huge. You start building your own little community. You have people you can text. You have people you can call.”

And he encouraged BCBAs interested in building something different to step outside traditional ABA spaces.

“You have to go to these niche conferences. That’s where you meet people doing things differently.”

Building Systems Along the Way

Arthur also talked openly about the operational side of building the company. Early on, he realized most software systems did not fit what they actually needed.

“For what I do, a lot of ABA software does way more than I even need.”

Instead, he found simpler systems that matched his workflow better.

“If you’re starting small, you do not need all the expensive stuff. In fact, most group homes still use paper systems.”

What This Points To

There are entire areas of behavioral health where BCBAs are still underrepresented.

Group homes.

Adult services.

Residential care.

Foster systems.

Trauma-heavy environments.

And yet the need is clearly there.

“They need good BCBAs everywhere.”

Arthur built something different because he was willing to step outside the standard ABA blueprint completely. He didn’t want to build another clinic, but instead something around long-term support, life skills, and residential care.

Going Independent

This platform has evolved into a media space highlighting the clinicians, tools, systems, and ideas shaping the future of ABA practice.

If you are a BCBA building something of your own — or a company creating tools that genuinely support independent clinicians — this is where those conversations are happening.

I selectively partner with organizations whose work aligns with how providers are actually operating in the field and the workflows clinicians are truly using day to day.

For inquiries regarding personal mentorship or the Going Independent cohort, please visit:

Melissa Kozak Stan Store

Stories and insights shared here reflect individual experiences. Certain details may be modified to protect privacy. This platform is intended for professional education, mentorship, and discussion — not critique of specific individuals or organizations.

Subscribe now

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In fact, when we spoke, she described the entire thing as something that unfolded far more organically than she ever expected.

Where This Started

“I told the agency I was working for, ‘This isn’t working for me. It’s not working for the individuals I’m working with. It’s not working for the day program. It’s not working for the company. This just isn’t working.’”

“I made the switch shortly after, and I haven’t looked back.”

What followed was not some massive overnight launch.

It grew through relationships.
Referrals.
Connections.
One opportunity leading into another.

How The Practice Actually Grew

“The growth has all been organic. This was not the intention. I was just happy to be at the one agency just living my life!”

“It really hasn’t been this huge intentional leap into building some giant thing. Honestly, the only thing that’s been a truly intentional leap into something new was adding social skills groups. Everything else has come through personal connections.”

On where she’s at now:

“I have two part-time BCBAs working for me. I have two agency contracts. We’re focused on launching social skills groups for preteen/teens right now with a plan to expand it to adults this fall or spring of 2027. We just started advertisements and we’re trying to get intake going.”

One of the biggest themes throughout our conversation was how different building an ABA practice felt compared to what she originally feared.

The Part That Felt Less Overwhelming Than Expected

“Clinically, it’s almost exactly the same. There’s very little extra. And even the things that are extra like marketing, Canva, and some of the admin stuff… it’s honestly a lot easier than it would have been even just two or three years ago with the tools that are available now.”

“My biggest struggle has honestly just trying to figure out the rhythm and flow of balancing the clinical and the admin tasks. That’s always been hard for me because of my ADHD and just the way my brain works. But there’s so many tools out there now that help cut down on the administrative load. As BCBAs, we actually already have a built-in advantage because we naturally think in systems and workflows anyway.”

The Systems and Tools Behind It

Corrinne talked openly about testing different systems and slowly figuring out what actually fit her workflow.

She discussed exploring systems including:

• Alpaca Health

• Office Puzzle

• Passage Health

• Chorus

But one of the most interesting parts of the conversation was how simple things were in the very beginning.

“Until we went into insurance, we were doing everything old school. Paper. Pencil. Excel. The whole thing. I was just doing invoices in Word and sending them off to the agency like that and it was working totally fine. I think a lot of people feel like they need this huge practice management system right away and honestly, depending on your model, you really may not.”

What Adult Services Opened Up

As the conversation shifted into adult services, her passion became incredibly clear.

“If I can convince even one or two BCBAs to take a stab at adult services in any state… they need good BCBAs everywhere with adults. There’s just so much need. I actually had a family tell me yesterday, ‘We’ve been looking for help for years and you’re the first person that said, I can do it.’ And it’s heartbreaking because I know there’s already such a shortage of BCBAs for kids and early intervention, but those kids eventually grow up into adults. And there are so many adults with needs that just are not being met.”

Toward the end of the conversation, she reflected on how unexpected this entire path had been.

“I never knew I would be so passionate about adult services until I ended up here.”

What This Points To

There’s a different kind of independent practice being built right now.

Not always clinic-based.
Not always large.
Not always dependent on traditional structures.

Sometimes it starts with:

one relationship

one contract

one referral

one opportunity to try something different

And then slowly, something grows from there.

If You’re Building Something of Your Own

Most BCBAs do not get stuck on the desire to go independent.

They get stuck on:

• where to start

• what systems to use

• how to structure the workflow

• what actually matters early

• what can wait

That’s the stage most clinicians are in when they reach out to me and what we spend most of our time working through inside the Going Independent cohort.

How to actually build it is what we focus on.

Going Independent

This platform has evolved into a media space highlighting the clinicians, tools, systems, and ideas shaping the future of ABA practice.

If you are a BCBA building something of your own — or a company creating tools that genuinely support independent clinicians — this is where those conversations are happening.

I selectively partner with organizations whose work aligns with how providers are actually operating in the field and the workflows clinicians are truly using day to day.

For inquiries regarding personal mentorship or the Going Independent cohort, please visit:
Melissa Kozak Stan Store

Stories and insights shared here reflect individual experiences. Certain details may be modified to protect privacy. This platform is intended for professional education, mentorship, and discussion — not critique of specific individuals or organizations.

Share

“My mission is to provide a one-stop shop for our clients. As we know, families are often working with many different providers. If I’m providing ABA, there’s possibly speech, occupational therapy, physical therapy, different respite workers, transportation needs and the list could go on.... I want to bridge that gap. I advocate on my families’ behalf because it isn’t always clear to them what services they may need and what should be in their treatment plans or IEPs. Knowing this is very important for our families and providing the support they need is imperative.”

Markita Cumberlander, founder of Eleven 11 Behavioral Solutions, is a BCBA building a multi-disciplinary care model around coordination.

But underneath that model is something else.

Representation.

What She Was Paying Attention To

“I want to help families who would otherwise not receive the resources and support or representation that they need. I want to create an environment where other clinicians can feel like themselves as well.”

That shows up in two directions at once.

Families navigating systems that don’t always explain what’s available to them.

And clinicians working inside environments where they don’t fully feel like themselves.

Markita felt the weight of both of those statements. Now, her model sits right in the middle of that.

What It Looks Like in Practice

“Even for IEP meetings or any other meetings a client may have, we’re involved. We’re speaking up if there are concerns. We’re making sure parents have what they need to advocate. We’re giving data to the parents so they can show other professionals what’s actually happening. That piece is really important.”

“If speech or occupational therapy are involved, we are actively collaborating. It’s not just a conversation regarding surface level reports. We're actually working together as a team for the benefit of our shared client.”

This is where her multi-disciplinary care model becomes different.

It’s not just coordination for efficiency, but coordination so families are informed, supported, and able to advocate.

Why She Built It This Way

“I needed to create a space.”

A space where:

• families aren’t left piecing services together on their own

• information isn’t withheld or unclear

• clinicians can show up fully as themselves

• and collaboration is expected, not optional

The Structure Behind It

“One mistake I made as a business owner that I will never make again is contracting with outside professionals and allowing so much autonomy without our Eleven 11 structure and foundation. In the past, I partnered with a provider to offer services within the clinic, but the relationship wasn’t as collaborative as we envisioned. Although services were being provided, it felt one-sided and didn’t align with our clinic’s values or the commitment we make to our families.That experience taught me an important lesson as both a clinician and business owner; collaboration must be intentional, clearly defined, and centered around client care. Since then, I’ve implemented strategic contracts that outline collaboration expectations for every provider working with Eleven 11. These agreements include end-of-session reports, monthly meetings, and ongoing email communication to ensure a true team approach. It may seem basic, but unfortunately we had to put these standards in writing to protect the quality and continuity of our clients’ clinical care. Creating a total care approach will always remain a priority for us”

“Now all of my contracts have that in there. We have to meet once a month to discuss joint efforts for the client. That’s just part of it. Because I needed people to be more collaborative, not just individual therapists doing their own thing.”

In her model, collaboration isn’t a personality trait.

It’s a requirement.

The People She Brings In

“I talk to a lot of people, and honestly, I’m a believer in God and in surrounding yourself with people who align with your vision and values. The people I bring on genuinely love our model, and I truly believe God places people around you who are passionate about the same mission you are.”

“I make it a priority to stay connected to the community and build relationships with different people. Over time, those relationships naturally turn into partnerships — people who want to be part of something that’s truly collaborative and focused on working together to make a difference.”

The model depends on that alignment.

Because it isn’t just who you serve, but who you build with.

Growing It Intentionally

“We have one physical location right now. We have 11 employees in total, and are continously growing in both client and therapist numbers. This is year six, and I try to really be cautious about what we’re doing and how many people we’re bringing in.”

“We started out really, really small, and now we have a good feel for what works. Not only for the business, but for the families we serve.”

Her goal is to run a multi-disciplinary care model that doesn’t scale by adding more services, but by protecting how those services work together.

Support Outside the System

“I would say, for entrepreneurs who are helping their communities, reach out to your mayor and say, ‘Hey, this is what I’m building in our community, if possible, I'd love your support.’”

“Mayor Laurie Jadwin of Gahanna, Ohio… she’s been with us for a long time. She’s invited us to different events, given us proclamations and continues to support us in all our endeavors. That support really matters, we are eternally grateful for Mayor Jadwin and her team at The City of Gahanna.”

Because models like this don’t just sit inside clinics.

They connect to communities.

What This Points To

For some clinicians, going independent isn’t about autonomy alone.

It’s about building something that reflects what they’ve been paying attention to all along.

The gaps.
The disconnects.
The families who need more than fragmented care.
The clinicians who need space to show up fully.

If You’re Building Something Like This

A model like this doesn’t come pre-built.

It takes time to figure out:

What you’re actually trying to create
How it functions
Who you bring in
What you expect from them

That’s the stage most people are in when they reach out.

Not fully formed, but clear enough to start.

That’s what I work through with BCBAs inside my Going Independent cohorts.

Small groups.
Real models.
Space to build something that actually fits.

If you want to join the next cohort, message me to be added to the waitlist.

https://stan.store/melissakozak

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Not a clinic.
Not a traditional service model.

An asynchronous caregiver training model.

And the way he’s building it is just as telling as the model itself.

Where This Started

“I’ve always had an entrepreneurial itch. And one of the big things I noticed is that parents are kind of sidelined. The cases where parents are the most supported and trained are the ones where kids graduate from programs. It makes the biggest difference.”

“So I started thinking… if we can’t have a BCBA in the room all the time, how can we still support families? I wanted to build something asynchronous. Something short. Something that a parent could actually use—especially if they’re sitting on a waitlist for six to eighteen months.”

What he built wasn’t a service.

It was a system.

The Work Itself: What He’s Actually Building for Caregivers

“The idea is access, right? How can I make this available to families who might not otherwise get support? When you really focus on caregivers, you’re not just working with the child in front of you. You’re building something that actually lasts beyond your sessions. We have increasingly higher autism diagnosis and prevalence. Mix that with a high demand for clinicians, we have an access issue we currently cant meet . So it’s like… okay, if we can’t have a BCBA there all the time, how do we still support them?

Ryan partners with organizations to help provide the course to the families who need it most.

The Stack Behind It

He didn’t simply build a single platform to support caregivers. He built a stack to make that happen.

Each tool serving a specific function to support the model. On the backend:

“I use Notion for everything—meeting notes, organizing information, keeping track of ideas. It’s kind of my central place for everything I’m doing.”

“HubSpot has been really helpful for tracking outreach—who I’ve contacted, where they’re at, whether I need to follow up. Especially with cold emails.”

“I use Canva for all my visuals. That’s been pretty straightforward.”

Each tool is simple on its own. Together, they form the infrastructure of how he operates his business. And on what he uses with the families themselves:

“Thinkific is where I host the course itself. That’s where parents can go and actually access the training.”

The Workflow That’s Driving His Marketing

The tools aren’t the point.

How he’s using them is.

“I’ve actually used Clinivise to build my outreach list, and that’s been a big part of my workflow. I’ll use Clinivise to build a list of ABA organizations in an area to reach out to. Then I go on LinkedIn and figure out who I actually need to talk to—like the CEO or the CCO—and get their names first. From there I’ll layer in other tools to pull their contact information. So it becomes this flow where I’m not just randomly reaching out—I’m identifying the right people, building a list intentionally, and then tracking everything so I know where I’m at with each organization. That’s been really helpful because it gives me a structured way to find people, reach out, and actually build connections instead of waiting for things to come in.”

“I’ve been shocked at how many emails I’ve been able to get from that. When I’ve done cold emails and outreach, that’s been a big part of it.”

This is where things start to shift as a business owner. Ryan isn’t waiting around for referrals.

He’s building access.

What’s Actually Working (And What Isn’t)

“Primarily it’s LinkedIn. That’s where most of my focus is. That’s where BCBAs are going to look for information. I tried Google Ads before… and it just didn’t work for what I was doing. I also tried Instagram for a while with parents and it didn’t really translate.”

What he’s finding is that distribution matters just as much as the product. Not every channel fits every model.

The Tradeoffs He’s Seeing in Real Time

“If we’re going to be using online tools and systems, I probably could have started with cheaper options at first until there was more traction. I’ve also been surprised at how hesitant people are to adopt asynchronous training. Even though it’s evidence-based, it’s not part of standard practice yet. So people are slower to adopt it.”

That friction isn’t just technical. It’s behavioral.

Who He’s Learning From

“Justin Welsh—he’s not in our space, but his whole thing is being a solopreneur. His systems, his mindset around building a business that fits your lifestyle… that’s been really helpful.”

Clinicians aren’t just learning from inside ABA, they’re pulling from outside it as well.

What This Points To

There’s a different kind of model being built here.

Not dependent on hours and not dependent on being in the room.

Ryan built through:

• systems

• tools

• distribution

• and caregiver access

Access what Ryan built here: “The Caregiver Behavior Toolkit” https://course.heritagebehavioracademy.org/manage/site_editor/VGVtcGxhdGVQYWdlcy0zMzUxMDQ=?country=US

If You’re Building Something of Your Own

Most people don’t get stuck on the idea, but on how to actually structure it.

-What tools to use
-How to build the workflow
-Where to start
-What actually matters early

That’s the stage most BCBAs are in when they reach out to me and what I spend most of my time working through inside my Going Independent cohorts.

How to actually build it is what we focus on.

Going Independent

This platform has also evolved into a media space highlighting the clinicians, tools, and ideas shaping the future of ABA practice.

If you are a BCBA building something of your own — or a company supporting independent clinicians — this is where those stories are shared and seen.

I selectively partner with organizations whose work aligns with how independent providers are actually building and operating in the field.

For inquiries regarding personal mentorship to “Go Independent” yourself, please visit: https://stan.store/melissakozak

Stories and insights shared here reflect individual experiences. Details may be modified to protect privacy. This platform is intended for professional education and mentorship, not critique of specific individuals or organizations.

Share

“I just knew… this isn’t it.”

Jennifer Adams had the job she thought she wanted.

“I moved to New Jersey knowing that they had district behaviorist roles in the public schools. That’s the job I wanted. I thought “I’m going to do that until I retire.” And it was a really great position. But even then, I still knew that wasn’t it.”

She Didn’t Enter the Field the Way Most BCBAs Do

“My story is kind of unique in that my mom was actually a BCABA. So I grew up in her classrooms being exposed to ABA in a school-based setting. I always knew I wanted to become a BCBA. I went the route of becoming a teacher first, because I felt, who am I to come in and tell you what to do if I can’t do it myself?”

That decision shaped how she practiced.

“I feel like a lot of people have more of that stringent ABA upbringing. Because I was in schools, none of my practices were ever so clinical. There was a lot of flexibility there, and I always appreciated that because I never felt like I had to implement anything I wouldn’t stand by.”

The Other Models Didn’t Fit

“I did in-home for a little, and I had such a wonderful family, but I had no support. I had no idea what I was doing. I knew how to help the family, but on the insurance side, everything was constantly being questioned, and I just remember thinking, I don’t want to do this again.”

At the same time, life was shifting.

“I was pregnant with my daughter, and I just felt like my only other option was in-home if I wanted flexibility. But I didn’t know what that tradeoff would be.”

So she stayed working in the schools, moving into a district behaviorist role.

“And it was great at first. But I felt like there could be more opportunity out there that fit me better as I was moving into motherhood.”

The Shift Wasn’t a Big Leap

For Jennifer, it was a series of small ones.

“I took a consulting role two days a week in public schools, and that felt like a good first step. I wasn’t ready to completely leave schools, but I wanted more flexibility. Then we moved, and I did some virtual work for the company I had been with—executive coaching, social media, just trying to make it work.”

And then that work started to fade.

“I was grateful for the opportunity to learn more on the backend of a business, but I still was hesitant to go out on my own. What am I going to do now?”

The Barrier Wasn’t Clinical Skill

It was everything around it.

“I felt embarrassed to be like, I’ve been a BCBA for six years, but I don’t know how to do this. Like, I don’t know how to do insurance, I don’t know how to set this up. And I felt, “how do I even have a leg to stand on asking those questions? I started interviewing with in-home ABA companies because I doubted my ability to do this on my own, but that's when I felt embarrassed despite having a strong background.”

And even bigger than that—

“I still feel like the insurance barrier is a huge thing. Even with the client I had before, it just felt like such a limitation in what we could actually do.”

So She Built Something Outside of It

“I just thought, ‘let me just give it a try.’ Now I’m offering parent coaching, virtual, private pay. I’m licensed in Virginia, but I’m also working across other states that don’t require licensure yet.”

The model is simple and intentional.

“My goal is to provide three months of work with families. That first month is developing—this is the science of behavior, this is how you understand your child’s behavior. And then the next few months are really tweaking things and working together on individualized plans.”

And then—

“Hopefully being able to say… okay, goodbye and good luck! Now you have tools in your toolbox, and when something comes up a year from now, you can move through that with more confidence. Seeing how impactful parent buy-in and confidence were in my experiences—both in schools and in-home—in changing a child's behavior motivated me to build something. My shift into motherhood gave me a new passion for helping moms specifically to not only understand behavior for their child but for themselves.”

She’s Not Trying to Keep Clients

“With the current ABA model, you’re supposed to work yourself out of a job, but then you’re also not, because your company is going to ask why you’re losing the client. It’s such a toss up.”

So she built around that tension we typically feel in the insurance model.

“I’m trying to come from a place of—I am the behavior expert, you’re the expert on your kid, let’s work together. And give you confidence so that you don’t feel like you need this forever.”

What She’s Building Now

“It’s called Peaks of Joy. I’m in the Peaks of Otter in the Blue Ridge Mountains, and that’s where the name came from. But it’s also because that’s where I felt like I lost the joy in my motherhood journey—feeling like I didn’t have the skills, like I was an imposter.”

So the goal is simple.

“I want families to feel that joy again. I want them to not be afraid and to feel confident in what they’re doing.”

Marketing Feels Uncomfortable

Because now, it’s her.

“The marketing part feels really scary. It doesn’t feel authentic sometimes, because I’ll talk to a family and they’re struggling, and I want to help them. And then I’m also selling something to them. And if they say no, I feel bad, because I know they need support.”

“I’ve been connecting with local businesses, doing workshops at a birth center, reaching out to different mom groups. There’s a lot of really niche communities that I’m trying to plug into.”

Pricing Is Where It Gets Hard

“I have a really hard time with pricing, especially when families tell me they’re struggling. I want access for people, but I also know this is a coaching experience and it’s not meant to be for everyone.”

So she’s finding her way through it.

“I tried to structure it as a three-month commitment, ideally a one-time payment so we can just move through the work without that constant back and forth. I also offer monthly if needed, and I’ve been doing founding family discounts to get started.”

And like everything else that’s new—

“I’m still playing around with it.”

The Shift Is Ownership

“You are the person. You are the company. You can always start, and you can always stop. If there are slower seasons, you don’t have to take people on. And I think families respect when you say—I don’t want to stretch myself too thin because I want to show up fully for you.”

What She’d Say to Someone Thinking About It

“I feel like you really have nothing to lose, because what I’m offering doesn’t compete with anything else. You can start, you can try it, and if it doesn’t work, you can stop. There’s so much flexibility in that.”

And sometimes the barrier is smaller than it seems.

“For me, it was just making the website. Once I saw it on a screen, I was like—okay, this is real. Now I need to figure this out.”

So her advice is simple.

“Just try it. You don’t know what could happen.”

If You’re Thinking About Doing This Too

There’s a moment in this story that comes up over and over again in different ways.

“I just kept thinking… this isn’t it.”

Not because the work is wrong.
Not because the field is wrong.

But because the way you’re being asked to practice doesn’t fit your life anymore.

And what Jennifer shows is that you don’t need everything figured out to start.

“I felt embarrassed to not know how to do insurance, or billing, or any of that. But I just tried.”

That’s the part most people get stuck in.

Not capability or skill, but the decision to actually move.

If you’re in that space right now, thinking about going independent, building something different, or even just questioning what your role could look like…

That’s exactly why I created the Going Independent cohort.

It’s not a course.

It’s a small, structured group where we actually work through:

• What you want to build

• How to position it clearly

• What your offer looks like

• How to start getting your first clients

Without trying to do everything at once.

And without having to already “know how.”

There’s also an ongoing waitlist for the next cohort.

If this article felt familiar in any way, you’re probably closer than you think.

Feel free to message me if you’d like to be added.

https://stan.store/melissakozak

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