Why Work Here

1. Relational Practice, Not Transactional Healthcare 

Most healthcare systems have drifted into a transactional model: short visits, volume pressure, RVUs, and endless productivity dashboards. The relationship became the casualty. We’re reversing that. Relational practice means you have the space, time, and support to do the work the right way, not the quickest way. 

A relational practice is not soft. It’s clinically sharper. You see patients deeply enough to understand them, track real change, and prevent misdiagnoses that happen when you’re rushing. You work inside a team that actually knows each other and communicates. You leave the day feeling like you practiced medicine and therapy, not triage. 

What this looks like: 

• Longer appointments by default: 60–90 minute intakes, then another hour the next week to actually understand the patient’s story, nervous system, and history. 

• Real follow-ups: 30–60 minutes designed for actual treatment, not “everything’s okay, right?” 

• Continuity that matters: no shuffling patients between random providers. You build a relationship that improves outcomes. 

• Human beings, not FTEs: people here have names, families, histories, and personalities. We expect you to see patients that way and we treat you that way. 

• Emotional labor is acknowledged, not ignored: relational work is heavy, and we resource you accordingly. 

If you want to practice in a way that honors the craft and the humanity of this work, this is the right setting. 

2. A Deliberately Developmental Organization (DDO) 

Growth is not extracurricular here. It’s part of the job. The best providers are self-aware, reflective, emotionally regulated, and able to stay grounded in complexity. Nobody teaches that in grad school, residency, or PA school. We do. 

A DDO is an environment where you grow your clinical skills, your interpersonal skills, and your leadership capacity. And we mean leadership in the broad sense: how you show up, how you make decisions, how you communicate, how you manage yourself, and eventually how you manage others. 

What this looks like: 

• Weekly supervision that’s real: APPs meet with their supervising psychiatrist weekly for a full hour. This is normal here. 

• Consistent 1:1s across the organization: we don’t use supervision or management as punishment. It’s support and development. 

• Emotional awareness as a competency: we talk about countertransference, anxiety in the room, avoidance patterns, and all the things that actually shape clinical work. 

• Permission to be fallible: mistakes are inevitable. Hiding them is optional. We choose openness. 

• Provider-as-leader development: we teach how to run a caseload, lead teams, coordinate care, manage conflict, communicate clearly, and navigate systems. This is the leadership training you didn’t get in school. 

If you want to grow both clinically and personally—and you want an organization invested in that—this is the environment. 

3. Big Vision, Small Feel 

We operate with a paradox that works: sophisticated systems with a human-scale culture. We’re building a well-resourced, clinically excellent organization that can grow without losing its relational core. 

We’re not trying to “fix healthcare.” We’re doing something more grounded: making a meaningful difference for the people in front of us while navigating insurers, regulators, political realities, and the messy economics of American medicine. 

What this looks like: 

• Stakeholder-first decision making: patients, providers, staff, payers, community. Not shareholders. 

• Growth that strengthens care, not dilutes it: more services, more integrated care, more resources—without transactional drift. 

• Monthly all-hands Department Connect: we shut down operations for a half day to connect, learn, improve, and strengthen the culture. It costs real money. We do it anyway. 

• Leadership accessibility: you can walk down the hall or hop on Teams and talk to the CEO, COO, CTO, CMO, or clinical director. There’s no corporate maze. 

• A practice that feels like a real place: people know each other. They collaborate. They get lunch together. They celebrate wins. 

We’re big enough to matter and small enough to feel human. That’s the sweet spot. 

4. Top of Market Compensation, Reasonable Workload 

We’re in-network. We also pay top of market for in-network work. We do this by being disciplined, smart, and relational—not by squeezing people for more productivity. 

We can’t pay every number anyone dreams up. But we operate with an explicit philosophy: pay as well as possible without inflating expectations or burning people out. 

What this looks like: 

• Salary for medical providers: no RVUs, no pressure to pack the schedule, no income swings based on no-shows. 

• Bounded schedules: we want you working reasonable hours and having a life. 

• Competitive compensation for therapists: strong base + incentive models aligned with relational care, not volume. 

• We shoulder the risk: when you join, whether you bring a full panel or zero patients, your salary is guaranteed. 

• We invest in non-billable time: supervision, team meetings, clinical consults, and Department Connect are built into how we operate. 

You shouldn’t have to choose between practicing well and making a good living. 

5. Top-of-License Practice (with Backup) 

We want you doing real clinical work—thoughtful assessment, careful medication management, meaningful therapy, integrated care—not rushed checkboxes or reflexive prescribing. 

And we want to support you every step of the way. No provider here is alone. Nobody carries a panel unsupported. Nobody is managing high-risk clinical decisions without backup. 

What this looks like: 

• Autonomy with a safety net: you lead your caseload, but you have weekly supervision, clinical consults, and immediate access to psychiatrists, therapists, and medical leadership. 

• We don’t want you scared: fear-based medicine leads to bad decisions. We support you so you can think, not panic. 

• Collaborative care that’s actually collaborative: therapists, APPs, and psychiatrists talk to each other frequently and naturally. 

• Slow thinking is respected: complexity takes time. We want depth, not shortcuts. 

• Clinical standards that make sense: no 10-minute med checks, no sloppy prescribing, no transactional shortcuts. 

If you want to practice medicine or therapy the right way—with time, thought, and support—this is the place. 

6. We Teach Providers to Be Leaders 

Healthcare collapses when providers never learn leadership. Most training programs teach clinical skills but ignore: 

• communication 

• decision making 

• conflict resolution 

• team dynamics 

• supervision 

• project management 

• systems thinking 

• patient experience design 

• clinic operations 

• quality and safety 

• payer relationships 

• documentation that protects you and the patient 

We believe the future of great healthcare depends on provider-leaders. So we intentionally develop them. 

What this looks like: 

• Structured pathways for APP, therapist, and physician leadership roles 

• Clinical lead training that covers both skills and mindsets 

• Tools for effective supervision and mentorship 

• Exposure to operations, compliance, and payer contracting 

• Opportunities to shape programs, services, and initiatives 

• Leadership models built on relational psychology and self-awareness 

If you want to grow into a leader—and not just see patients—we’ll actually teach you how.