Autism & Specialty Care
Intense family demand on one side, RBT delivery capacity under BCBA supervision on the other. Families wait through diagnostic evaluation and again for treatment to start, waitlists grow opaque, and authorized hours go unfilled every time a session cancels. I design the system that links demand to capacity and coach your team to run it.
The signature failure
Watch the authorized hours go idle.
Authorized hours · delivered vs idle
~30% authorized hours idle
Authorized hours left on the table, week after week.
Capacity is set by RBT delivery staffing under BCBA supervision, not BCBA headcount alone. Delivered hours run below what the roster could staff, and cancellations and no-shows open the idle gap up to the authorized ceiling.
Illustrative of the shape, not a specific provider. The ceiling is authorized hours; the dashed line is RBT delivery capacity; the space above each bar is billable, authorized care that expired unfilled.
The shape of the problem
Demand and capacity that rarely meet cleanly.
- Families wait once for a diagnostic evaluation and again for treatment to start: two clocks, each long enough to lose them
- 2 waits
- The eligibility and authorization gate that decides when authorized hours can actually be delivered
- Auth
- Authorized hours lost when RBT cancellations and client no-shows go unbackfilled: the top cause of unfilled capacity
- Idle
- Billable hours are delivered by RBTs under BCBA supervision. Staffing and turnover, not just the BCBA, set real capacity.
- RBT
What is broken
A path to care that families cannot see and leadership cannot measure.
- Family inquiries arrive and wait for a callback; anxious families move on to another provider.
- Fast, always-on intake that responds, qualifies, and sets expectations the moment a family reaches out.
- Eligibility and authorization live in a separate process with no visibility into where a case is stuck.
- Intake-to-authorization workflows with clear stages and ownership, so no family stalls unseen.
- Waitlists are managed in spreadsheets; leadership cannot see demand, wait time, or unfilled capacity.
- A demand-and-capacity dashboard that exposes waitlist health and authorized hours left on the table.
- Scheduling is disconnected from intake, so authorized hours go unfilled while families wait.
- Capacity-aware scheduling that converts authorized hours into delivered, billable care.
How I help
An engine that links families to care.
Match demand to capacity
- Connect family demand to real RBT delivery capacity, not just BCBA supervision headcount
- Backfill cancellations and no-shows so authorized hours do not evaporate
- Stop generating inquiries the organization cannot staff, and stop leaving authorized hours idle while families wait
Run the intake
- Always-on AI voice and chat that respond to anxious families immediately
- Qualify the inquiry and route it into a managed intake process
- Build authorization into the workflow with clear owners and timers
See the capacity
- A live view of demand, wait time, and unfilled authorized hours, read out of CentralReach, not a side spreadsheet
- Capacity decisions made on RBT availability and utilization data instead of anecdote
- Waitlist and cancellation health leadership can actually read
Autism & Specialty Care stack diagnostic
4 failure points
- Intake
First-contact response has no owner and no timer, so a family's callback lands in hours or days depending on who is at a desk.
- Authorization
Auth status lives in a payer portal separate from the CRM, so no one sees which cases are stuck without logging in to check.
- Waitlist
The waitlist is a spreadsheet sorted by date added, with no view of wait time, priority, or which slots could actually be filled.
- Scheduling
Authorized hours and RBT availability live in separate tools, and a cancellation is never backfilled, so billable hours expire unbooked.
I design the growth, technology, and operating systems around your specialty programs and coach your team to run them, not clinical, legal, or regulatory advice, treating the information of children and families with the sensitivity and security it requires.
Components that fix this
The engine parts I build for this vertical.
Each failure above maps to a component of the growth engine. Here is what plugs in where.
- Capture layer
AI Voice & Chat
Always-on intake that responds to an anxious family immediately instead of a callback hours or days later.
Explore the component → - Connective tissue
Revenue Operations & CRM
Intake-to-authorization workflows and a capacity view (RBT availability, cancellations, idle authorized hours) read out of CentralReach.
Explore the component →
An operational audit of a 28-clinic autism and specialty-care platform found provider utilization was 71%, not the 87% reported.
Read the case study →
Connect families to care and authorized hours to delivery.
I will map your path from family inquiry to delivered care, expose where it stalls, and design the engine that links demand to capacity.