Running an ABA clinic means inheriting a hundred business questions nobody covered in graduate school, which is why ABA Growth publishes plain-language answers to the ones owners actually ask. The clinical side of applied behavior analysis has textbooks, supervision, and a certification board behind it, while the business side mostly has hallway conversations at conferences. Owners figure out staffing, scheduling, referrals, and payer relationships alone, clinic by clinic, and repeat each other's expensive mistakes.
We write for the owner-operator: the BCBA who started a clinic because they were good at the clinical work and inherited a small business along the way. Every article starts from a real question, leads with the answer, and gets concrete about numbers, tradeoffs, and what to do on Monday.
What we cover
The operational problems that decide whether an ABA clinic grows: hiring and keeping RBTs, session cancellations and the schedule, referral relationships, what parents look for when choosing a provider, utilization of authorized hours, and holding ground against the large consolidated providers. The common thread is that most of these are systems problems wearing people-problem costumes.
How we write
Every article opens with the answer, uses the questions owners actually ask as headings, and closes with the follow-up questions we hear most. When a claim rests on published guidance, certification board rules, or payer policy, we say so, and when it is practical consensus from operators, we say that instead. No warm-up paragraphs.
Credits
ABA Growth is independently published. Photography comes from the generous photographers of Pexels.