Everything Looked Fine… Until It Didn’t: How One Owner Lost 4 Providers And Rebuilt A Stronger Clinic - A PPOClub Workshop Interview With April Atchison, CCC-SLP

Everything Looked Fine… Until It Didn’t: How One Owner Lost 4 Providers And Rebuilt A Stronger Clinic - A PPOClub Workshop Interview With April Atchison, CCC-SLP

She presented on the changes that she made in her organization and how much she had grown. At the conference, we had the opportunity to listen to Zach and some of the stuff that he did. He was putting systems in place on a regular basis. I still remember the remote-control system and how we got to like 2000 visits and a year or something. Anyways, I decided to pick out April because she's been pretty amazing, not just in what she's done but also the example that she set as an owner in our program.

Our first Workshop that we ever did was about this time in 2025 in New York City. April flew from Atlanta and came to New York City, all in their lonesome and absorbed everything. She joined the program and made a ton of great changes in the past year, if I can speak for you. What was equally interesting that she shared with me is that she has a lot of changes. She's got through some hard stuff in the last couple of quarters.

I thought it would be cool to have a discussion with her about what to do. If you've read the show, it's going to be like that. We're going to have some questions and whatnot. By all means, if you're open to it, if people want to ask questions during the course of it, raise your hand and ask her a little bit more detail about how she did some of these things, good or bad then feel free to do that. Where I wanted to start was, where were you this time in 2025? Especially as we're looking at what we did. In this workshop, we're talking about what we're going to do next. We also look back at what we accomplished in 2025. This time in 2025, where was your organization as a whole?

Initial Business Status & Comfort Level (Time last year) 

This time in 2025, as you indicated before, I met you guys in New York. It wasn't out of a place of being in pain as it relates to my business. I was very comfortable in my business. I had multiple providers during that time. We had about ten presents. We have two offices. One in Fayetteville, Georgia and the other one in Decatur, Georgia. My Fayetteville Clinic was doing very well. I had a clinical director there, multiple providers, OT and speech. I also offer plate therapy services in partnership with other ABA clinics. We were at a good point. I was comfortable in that.

What were you looking for then at that point?

I was curious at that point. During that time, I was pulling away from the office, from being a direct provider myself. I was just on the cusp of that. I wanted to put some more tools in my toolbox to support me with that.

To be a better owner, administrator or CEO if you will.

Mindset shifts as it relates to that.

You felt like you needed that.

I felt like I needed that at that point.

Tell us the progress then towards the middle of the year because you were an all-star recruiter for the first half of the year.

Focus On Growth & Recruitment Success (Mid-Year Transition) 

I feel like by attending the training in New York during that time, it struck a fire in me as relates to recruitment. Thank you, Adam, for that. After that particular conference, it took my recruitment to a whole other level. Which was necessary as it relates to what I'm experiencing now.

If I recall, you hired like 6 or 8 providers over the course of a number of months.

I hired approximately ten therapists during that six-month time span. I had a therapist to go into the school district because we had school district contracts. Some for the clinic and another one for an ABA site. We had a lot going on as it relates to recruitment during that time.

You're not only recruiting. What other administrative stuff did you start putting into place as you got some training and coaching?

I also put a VA in place which has been very pivotal.

Do you still have a VA?

I still have a VA.

Do you have one or two or more?

We have one VA and then we also added on another office personnel. That's been good as well as a billing consultant who I meet with weekly.

You've been working on a lot of the back-end administrators stuff, how to step out of your role and move up in the organization like you're supposed to do. You're acting more like a CEO at this point.

I've also taken on mentoring a few other practice owners as it relates to putting stronger systems in place, building as well as recruitment.

You have the two locations. Do you have an office manager or some clinic director at both locations?

I have an office manager who oversees both locations. I had a clinical director at the Fayetteville office, but we no longer have one now at the office.

Things were going on pretty smoothly. When I saw your pictures from Cabo, was that a good time?

That was a great time.

Was that a good time for your business as well?

It was a great time for a business then as well.

We're talking like July, then what happened?

Around August. We ended up going through some major adjustments in the office, which is a pain that I had never experienced.

Tell me about it.

As we've indicated already, I was very comfortable and confident with my staff, my systems and managing both offices. I had leadership in place of which she was getting ready to transition.

At this point, were you thinking you were pretty close to achieving a lot of your goals for 2025?

Right there on that cusp as it relates to me allowing myself to experience that work-life balance that I've been striving so hard for. Not just financially, but still having that work-life balance that we all want.

As evidenced by the trip to Cabo for a week. You were right there.

Several trips.

What happens then?

Identifying The Cultural Shift & Warning Signs 

I noticed in the midst of all the recruitment and hiring that the culture of one of my offices started changing a little bit.

How did you see that?

I noticed little signs. I would speak to my mentors about it like, “Is this in my mind or is it something that I need to monitor?”

Were they acting up or were they losing productivity?

The productivity will still be very high, which could distract you in the midst of that but I dig deeper than just looking at the surface, the numbers and all of that because as we've indicated earlier on in this session, what's your why? The revenue is important but it's not my ultimate why. The changes that I noticed was the leadership becoming weaker. By that, I mean it was a lot more congregating going on than collaborating.

Tell me about that.

Although I wasn't there every day, I had different little signs that things were going on. I would go in the office outside of hours to look over everything. I would notice something simple like the sensory gym being in disarray after hours. Why would that be in disarray? You're not putting things away. I said okay. I would pop in every now and then to say, “I want to just observe what's going on.” I would go and look into the sensory gym and everybody is in there. The multiple providers are with their laptops and children doing their thing.

They're paying more attention to the laptops than therapy and each other.

I put up a sign there limiting the number of providers as well as clients in the sensory gym at one time. That was concerning to me since I have a full-time on-site supervisor there.

Something's happening under her watch and it's not being addressed. There's a standard of expectation that’s being blinded to.

I address that and moving on, we've all always had very high client satisfaction and family satisfaction. All of a sudden, I get a phone call from a parent indicating that she had a concern as it relates to collaboration. The therapist collaborated with most of her and her husband during therapy. She didn't feel like it was as strong as it should be, and she was accustomed to it. I'm like, “That's different.” I had another meeting about that. There were different things going on.

Little but big in my eyesight because I'm like, “Something is going on here.” Even after hours when I would come. My clinical director had a huge office with windows, materials, galore, and full autonomy over our schedule because I trusted her. I would come in and see that she set up an office in one of the other therapist’s rooms.

Not in her own office?

I knew she had set something up because I would see her coffee mug and her jacket. Personal items being left over an extended period of time in that space. Why would you need to do that when you have your own space? These were all little signs that I said, “I need to pull together something tighter as it relates to leadership development.” I was in the process of having more regular meetings, instead of once every two weeks or weekly check-ins and so forth. I still wasn't getting the data and the information that was expected from her.

They're supposed to report KPIs to you.

All of that.

She’s giving you all the excuses.

Other than just doing that. With that being said, I did reflect on myself. I said, “April, maybe you didn't put stronger systems in place from the beginning.”

Is that what you guys tend to do is like, “Maybe I didn't train them well enough?”

I did that. She and I sat down and developed the plan and so forth. I noticed that the energy was off with that. We ended up having an alignment meeting to see where we were as it relates to the position and so forth.

The Clarity/Alignment Meeting & Staff Transition 

Tell me about your alignment meetings. I'm assuming these are triggered after having, “I've had a few sit-downs with you and I'm not getting what I want,” then you decide to have your alignment meeting alignment. Adam calls them your clarity conversation. Is that what we're talking about?

It prompted one of the providers who was not collaborating with the families. I wanted to have a conversation about that and she ended up resigning.

Was that after your conversation or after your alignment?

That provider did the collaborative piece. She wanted to point out to me that she feels that she gets 50/50 support from me, but more support from the clinical director, which was fine. I said, “She's on site. That's normal and natural. I'm glad she's performing.” She said even with the way things are thrown at her. I said, “That's good information to know as well. That's awesome. She performs well under pressure. That's great.” Anyways, we ended up having that big alignment meeting because there were just too many things going on.

When you have a big alignment, are there more people now?

There were more people, specifically the providers who I knew had some involvement with the culture shift.

This is a team meeting, so this is pretty bold of you. You have an alignment meeting with the whole team. What are you saying?

I don’t want to take for granted that you guys are on the same page as it relates to alignment because I understand that life changes. Your desires and needs change and so forth. With that being said, we're going to take a moment, pause and review core values, as well as the vision of this office to determine which direction we need to go in as it relates to your position here.

I don't want to speak for you. You're like, “We're going to have a value conversation as a group with the expectation that after this if you need to come talk to me, you come talk to me.”

You're welcome to come talk to me. I did that and that didn't sit well with them with the ones that weren't aligned. The ones who were aligned showed up the next day at the office and indicated, “I'm not having a conversation with you. I'm showing up and I'm here. I want to continue on because I'm definitely in alignment.” They were very much outspoken about it.

Were you surprised by that?

I was very surprised.

Was it a good surprise?

A very good surprise because to me it revealed who was in alignment and truly supportive of the vision of my office. That spoke volume.

At this time, how many providers are you talking to?

At one time, who transitioned?

During the big alignment.

Four providers.

At this time in total, how many did you have?

At this time, we had seventeen.

Ten to 17, but there were four that you needed to talk.

That ended up transitioning.

Four transitioned out but did you have this conversation through all seventeen?

I gave this conversation to eight at that office.

Did the four of them taped out? Were you surprised?

At that point, I had dealt with so many surprises. I wasn't focusing on the surprise.

Were you surprised that it was those four?

I think because I had already started observing the sign. I knew.

Were they all new providers or were they existing team members?

They were existing team members. The team members who had been with me for up to five years.

You can't blame it on all the recruiting that you do.

I can't blame it on the recruiting at all, but out of those providers, one had been there for a year. The clinical director had been there for over five years and the other two had been there for approximately 2 to 3 years.

Out of curiosity. Was there a ringleader?

There was. It was the provider. I identified that it was the provider.

Did you identify that quite a while before?

I had identified it over the last several months. It was something that stirred up over the course of the last quarter. That was interesting to me. My thing is a lot of times when you feel most comfortable is probably time to challenge yourself and challenge them as well.

Especially when they're comfortable.

It's interesting because I was right on the verge of presenting a challenge to that group. One of them in particular. One of them was the clinical director. I was getting ready to transition her into a regional position to help me manage both offices. The other one who was a part of this already had a lot of dialogue in the office about opening up her own practice. What I wanted to do is offer free mentorship for a year to help support her with her transition.

You were supportive of her opening her own place and you were going to offer her that.

That happened approximately two weeks before I was supposed to offer it to her. She was one of the ringers.

I just wanted to highlight that a little bit because you get a lot of providers in one place and things start going South. Usually, there's a person and they tend to poison others that are close to them. This is what I've seen. You lost four providers. Did this become a domino effect? Did you start losing other people as well?

Positive Team Response & Leadership Rise Post-Transition 

After those four transitioned out, I was able to observe leadership rise to another occasion with some other providers.

The people who were left behind started doing better. Is this the clinic where you're cuddling a little bit?

Now I'm cuddling.

We won't get into that too much just yet but they started rising up in terms of taking on other responsibilities.

Productivity went up even more and asked me how they can support me more. Being very supportive on a whole other level. It's been pretty amazing, even to the point of getting random messages like, “I know it's been a very difficult time, but I want you to know that I truly look up to you as my boss. You inspire me with everything that's going on. I have not seen you sweat not once but jump in, get your hands dirty, support and build us up again. We appreciate it.”

This was what time of year? When did this happen?

This happened in August.

That took you from, I'm going to Cabo and doing all these trips and now you're in it. You're not going anywhere.

I'm in it. I'm going places but it's on a different scale now. I can say that it was a very hard time. It was a hard time but I'm very grateful.

Did you have to recruit to replace those other four or did you just keep it as it is?

I did recruit in the midst of that. Now, we have a bilingual team and a virtual therapy team. We've also incorporated Saturday clinics of which any provider who wants to come in and provide services on Saturdays, they are welcome to do so to help drive the revenue as well as to sustain the session numbers. They've been excited to do it, willing to do it, and wanting to do it. They are also asking me if they could do it. That's been amazing to the point that I'm hands off on Saturday clinic. Even my admins are like, “I'll do it this Saturday. You don't worry about it. Turn off your phone. We got it 100%.”

It's cool what you see when people are aligned in the clinic. Doing some of those things is no big deal. Coming in on Saturday? I’d like to. You’re like, “I didn’t ask you to but you’re coming. That’s great.” Your productivity goes boom. I have seen that so many times where to hold on and tolerate some of those other people because of numbers or who I’m going to replace them with. You let them go but production increases after that.

It increases in a different way and it's so interesting which directly ties into the previous conversation we had regarding responding very quickly. That's one thing I can say I'm very grateful for with this particular experience. I didn't sit on it. Once I had confirmed evidence that culture was shifting, I immediately had the hard conversation and took care of it like that.

What would you have done differently?

In this situation, I'll be honest. I feel like it may have appeared to be very abrupt and sudden, but I don't think it was at all. I responded the way that it needed to or I needed to respond to protect the culture and the vision.

Also, your values.

Your team saw that too. My experience has been that teams want to be led by decisive leaders. They are okay but it's not always the right decision but they want directions. They want a clear decisive direction. That’s nice.

I can agree. I can see in my own experience when I took too long to make a decision. Especially about an individual that was out of alignment with my organization and I finally let them go. It was the conversations that I had with the rest of the team afterwards that showed to me without using those words that they had lost some respect for me because I kept that person on too long.

It has been known to talk about how it's important to have those conversations faster for the sake of the other people in your organization who are aligned. It's more important to have those conversations to protect the values, the mission and the vision of the company. When we think we're doing the right thing by being compassionate, maybe giving them some grace. Maybe they'll turn around. Maybe I'll do a little bit more training. The other people in our organization notice that we're just dragging our feet. It brings them down. It brings down the organization. This was around August. How long did it take you to feel like you got to the other side of that?

I started feeling like I was getting over that hump around not long ago. It took many months. I'm starting now to feel like, “I'm getting my bearings again.”

They're on some good footing. Did you have to find another clinic director?

I'm in the process of doing that now.

She was one of them.

I have not found a new clinic director just yet. I'm being slow to hire.

It’s because you are quick to find it.

That's what we are with that piece.

I'm going to keep asking. Do you folks have any questions and to learn what she went through? Adam?

For those of you that don't know April, she's like this little social butterfly. She’s got so much energy and this center of attention. She lights up. I'd love to hear about your secret sauce to recruiting. What were your top 3 or 4 that I committed to X, Y, and Z actions that led to the biggest results? There's a lot of people here.

One of the big recruiting pieces was the fact that I incorporated warm outreach which is casually connecting with friends, families and colleagues in my network because that was comfortable. The next one was more of a cold outreach approach which incorporated various platforms on social media, Facebook, LinkedIn, Indeed and so forth.

Did you have a target like, “I want to say these many outreaches a day?”

Yes. I had a target but I would always exceed the target.

LinkedIn allows you, what?

It might allow you 100 each a day.

I would get 100 each a day.

You’re inviting your connections?

Yes. It was quite a bit. Now with everything going on at the office, one of my admins is rising to the occasion again. She said, “I know a lot of your time where you weren’t in the office as much. It was spent on vetting therapists and so forth. Why don't you allow me to help you with that?” She helped me with that.

Did you get a lot of, “Leave me alone. You're being weird?”

What I got was a lot of knowledge, a lot of ignorance and some who were curious. When they were curious, I went all the way in with it. If they gave me a little inch, I took them out. There’s a lot of discovery calls and a lot of discovery meetings took place. It was interesting because I went in with the mindset of, “I'm going to get a therapist.” For some it was just, “I just want to get to know you. Even if we don't end up connecting with you being a provider in my office, let me figure out another way to support you or connect you with someone who can support you.” My mindset shifted in regards to that being the top objective and the end goal.

You're doing awesome and you're still doing it I assume.

I am.

You never stopped hiring. That's right. What did you want to ask, Ellie?

First of all, you said you observed an energy shift. Describe the things you picked up on that were making you feel like there was a shift. Secondly, it sounds like during your alignment meeting, you structured it in a way that they realized they were not aligned. How did you structure that?

It was definitely that. The energy shift I observed was the providers who were displaying a high level of excitement and enthusiasm. It shifted.

At one time, they were higher energy but then you saw a shift in them.

I observed it slightly. It wasn't like 100%, but it was enough for me to observe it. I'm very observant in any way. I’m very detail oriented. I'm sure that allowed me to be more mindful of things that we're taking place and with the alignment meeting. My intent when I went in for the meeting, in my gut I knew what the outcome would be but, in my heart, I was hoping for something different.

Were you scared?

I wasn't scared. Interesting enough because that is a question that comes up quite often and even they posed it. They're like, “This is interesting for you to be able to have this meeting considering this office is one of your highest revenue yielding offices.” I said, “I'm glad you observed that but I know who my source is and where all this is coming from so that doesn't concern me.”

What did you say, April, that once you decide that losing people is not as important to maintaining the culture that the fear goes away?

It was that for me.

You’re like, “I’m okay if you leave. I want you to leave. I’ve already decided that you're here isn’t the right way.”

Exactly. How many universities these led out speak pathologists, occupational therapists and physical therapists annually. Not even annually, but every semester. My thing is the originator of this vision knows what's going to happen before I do.

You stacked so many wins with recruiting.

That was key that I put in a lot of legwork, a lot of study time and a lot of workshops prior to and invested into that bucket to know eventually I was going to have to pull from it. I didn't know when. I was hoping that wouldn't be my win but it was.

You mentioned that on our phone call that you felt like all the work that you had done for that first 6 or 7 months put you in a prime position to handle this pretty well. Would you say that?

Exactly.

You didn't start working on this in August. You were working on it from January when things were good.

When things were great.

You said, “I'm doing the work when things are good and not knowing when it would come around, but it came around when you didn't expect it.

I did not expect it at all. That will be something that I would encourage each of you guys to do. Whether it's recruitment or leadership development or monitoring your revenue, KPIs, session numbers, the referrals and your systems in general. Try your best to invest a lot of time on the front end to be able to pull from when you need it the most because you don't know when it's going to happen.

Part of the core trait of a good administrator or CEO is observation. It's one thing to be objective. We all run off our statistics and we have our numbers. We know when things are going down but I experienced the same thing with one of our most productive clinics. What I observed was I walked in as the owner. I'm not there very often.

We had four clinics at the time and I go there maybe once a month. It's a cold reception to me. It was cordial, but it was cold. My partner and I knew it. Unlike you, we turned a blind eye because the productivity was good. The money was good. They were all there. They were producing but we're like, “That place sucks.” It's our clinic and we hate going there.

That was my fear. I didn't want that to happen because I did have a conversation like that with someone else. She was like, “April, the revenue is high. You're making it.’ I said, “Yes, but I don't want that.” I've always tried from the very beginning when I started my own practice to make this a place where you would want to come to every day and me personally.

If I want to come into a nice and clean place, you make this a place where you would want to come into every day. If you want the materials to be well stocked and on point, you make it a place where you would want to come into every day. If you want a supervisor who's cordial and someone you can talk to and be open with. You be that person, and that was my motto. You always make it what you would want it to be.

I get it, but you started just observing things. It wasn't just the KPIs. I wanted to stress that because we observed it but we didn't act on it. It bit us in the butt pretty hard comparatively. I know I've shared it on the show but we turned a blind eye toward it for long enough that it ended up ruining that clinic. It would have been more worth it for us to shut it down for a year than what we went through to turn it back around. It took a couple years to turn back around. It wasn't for four months. That's for sure. Kudos to you. Any other questions?

How did you deal with the practical problem of four providers leaving at the same time? You patients on the schedule.

Full schedules.

How did you deal with that transition?

Proactive Crisis Management & Family Communication 

What I did with that is I was transparent with the families in a way not to shut anyone down, but just let them know, “We so appreciate you giving us the opportunity first of all to be a part of your team to support your little ones. However, we're going through some transitions now. What I can offer you is that you can come to our other location. Our Decatur office. We have virtual providers. We have a Saturday Clinic. These are our options. If these options do not fit with your lifestyle or for your family now, this is a list of other providers who can provide you with support.” I wasn't scared to release it. I wasn't scared.

That might be a limiting question. It's like, “What am I going to do with all these patients if I let go of all these providers? I better not do anything because where are these patients going to go?”

They will come back when I'm ready to open my doors again.

They will come back when I get another provider. That can be a scary situation. To Adam's point, was your purpose strong enough to overcome that fear? It was your commitment to the purpose and the vision and the value of your organization is strong enough to work past that.

It’s a bigger game than that. You had built a business at this point where if you lost, let's say fifteen patients. It's normal but it's not any of your business. You're going to hire some new therapist and make sure you're going to recruit. You play a longer game and it sounds like you played the longer game, which I feel like is always usually the right play.

It could be a little intimidating and scary. Especially when you have others whispering in your ear like, “All that money. What are you going to do?” You have to get into your zone. It's happened to your whys and ripping off anything.

You were talking about the warm outreach versus the cold. Which one had a better outcome?

I would say equally.

The cold outreach takes a lot more work.

I've been pretty successful with the cold outreach ironically as well. It’s because of the way that I was targeted. I don't make it so that it's so cold in the sense of my interaction with it, if that makes sense. You are going to have to put more legwork in the cold outreach. You are.

When there's an opening at your clinic, everyone's going to know about it. Both within your circle and on social media. There's no lack of promotion. I understand. You’re going to let everyone know. Does that help? What were you going to ask, Allison?

This is backing up. You and I have talked about recruiting. I don’t want to put those words into your mouth, but along the lines for the cold outreach about how you were fortunate. That dynamic was very impactful in how I was replying to messages. If you could speak to that. Could you also look back at a period of time where those four great leaders started an incident? Were you able to go back and identify the issue?

There was an incident of which I addressed with the ring leader directly, but she avoided the question.

There was an incident in the office and you addressed her.

It was regarding patient care. She felt like she wanted to transition a client off her case low, which I was fine with, but we have to have a systematic approach. Not only because the child isn't jiving with you. We have to look at other ways to tap into that. I think she felt as though I didn't support her as a therapist. That conversation came out. She said, “I feel like you're 50/50. Sometimes, you side with us and sometimes you side with the clients.” I let her know. I said, “I side of what's right in your paycheck.”

She also held her to the system. We have a system for that. You need to follow the system. There is some commitment to the system over the people involved. There's some strength in that as well.

You said speaking to the cold outreach, the courting aspect of it. We did have dialogue about stimulating interaction as it relates to cold outreach. I did speak to you about that. I advise her to look at it in a way of getting to know someone. You don't immediately go in. If you're trying to date someone and ask them to marry you on the first date. You have to court them and get to know them. Identify what their pain points are and what their area of need is at this point in the process and see if you could tap into that and how it would tie into your business.

When you’ve got those leads, though, of 1 out of 100, you said you’ve got deep into that. What was the dialogue there?

Once I send out, for instance on LinkedIn, Facebook, or what have you, a message for them to allow me to be in their network. One of the key things is I respond immediately. If they allow me to connect with them, they're going to get a message within probably an hour. It doesn’t matter what time it is. I'm not waiting all day. I immediately reach out and I may just initiate conversation.

You have to tailor it based upon your personality. That's going to require you to dig deep into how you interact with people. I could tell you a way how I interact, but it's probably only going to allow you to have 2 or 3 turns. You need to be authentic because I could say “What's going on? What's new?” If that's not your personality, what are you going to say after that?

Authentic conversation, bringing up where they're working, what are you dealing with, what do you notice in the industry, what do you not like about it nowadays and things like that.

“Are you working towards anything new? I have an interest in that as well. This is what I've discovered,” and going back and forth.

Do you always end up with a question?

I do. It was one of the strategies that Adam pointed out. It was like a hook. I ended up in a hooky fashion with some questions. There was one there who I was engaging with about her interests and what it is that she’s working towards or working on or anything in particular. She was like, “I have an interest in feeling therapy. I said, “So do I. I'm taking a team of therapists to become SLS certified. Have you explored this training before or what have you? Does your current place of employment sponsor these kinds of conferences to further your knowledge and development in these areas?”

Very cool. I already asked what you would have done differently and you shared a little bit already. If you're looking at that part of your business, what’s your big takeaway?

The Biggest Takeaway: Running Towards The Storm 

Don't be a cattle but be a bull. Run towards the storm and not away from it because I had to dive head on into it.

That's one thing about the bulls that go into the storm. They tend to get through the storm faster instead of trying to run away from it. As Adam said, it hovers over them for the entire year. The bulls tend to run towards it and end up getting through the other side faster.

I did give myself about 30 to 60 days because I think I had a conversation with Adam on that during that time. He said, “April, what are you going to do?” I said, “I shut the office down for like 30 days. I'm doing full renovations because I don't want to walk in and feel the same. I want to feel totally different. I'm going on a vacation.”

What does 2026 look like for you?

I'm ready to jump back in again. We're recruiting. I've established a strong relationship with many of the universities. We have many interns coming in set up on a rotation. I'm excited about that and we're just going to win.

You are. I don't doubt that. Can you just share what are maybe 1 or 3 of your top priorities for 2026?

My top priority is to get recruiting going on at the Fayetteville office. I’m going to put a directors of operations in place and leadership development. Those are the main focus points. Those are the big two.

If you can get those two, it's been a pretty good year?

Yes.

Thanks for sharing.

Thank you.

Thank you so much.

Important Links

• April Atchison On Linkedin
• Talk Time Speech and Language Services
• Private Practice Owners Club

About April Atchison