📋 In This Article
What you actually make per session — and why it’s less than you’d expect
The math between what you bill and what you keep — and why the gap is wider than most clinicians expect before they open their doors.
Most clinicians start with the same mental math: sessions per week, times the fee they plan to charge. That number looks reasonable. Sometimes it looks great. It’s real — it’s just not the final answer. Gross revenue is the starting point, not the take-home. Between what you bill and what lands in your account is a list of costs most clinicians don’t actually run into until they’re already open for business. Which is exactly the wrong time to find out.
The Heard 2025 Private Practice Report — an annual survey covering more than 3,000 therapists — puts the average cash-pay session at $159. The average insurance session pays $111 . That 36% difference sounds like a rounding error until you run it out. Twenty sessions a week on insurance instead of cash-pay is about $38,400 less in annual revenue. Before you pay for a single thing.
And it’s been moving the wrong direction for a while. Medicare reduced its overall physician fee schedule conversion factor by about 2.8% in 2025 — while rates for many medical services held steady or increased. That may sound small, but applied across a full caseload it compounds, and it fits a longer pattern: behavioral health reimbursements have consistently lagged behind medical specialties in the same system.
Private insurers tend to follow Medicare’s lead. The 2024 APA Practitioner Pulse Survey found that among psychologists who don’t participate in insurance networks, 82% cite insufficient reimbursement rates as the primary reason — not inability to credential. Among psychologists who don’t accept insurance, eight out of ten made a considered decision. When that many people in a profession walk away from a payment structure, it tells you something about where the numbers actually land.
“It’s getting more expensive to be a therapist due to inflation, yet rates aren’t going up, so therapists are struggling.”
Heard Financial State of Private Practice Report — 2024
Michael Fulwiler, Heard’s director of brand, captured the same uncertainty looking forward: “Year over year, therapists are doing better financially, but there’s also concern about what the next four years are going to look like.” The income figures show slight improvement in 2024. The structural pressures — rates, overhead, policy — haven’t shifted.
What Your Hourly Rate Actually Looks Like — The Real Math
At $159/session (cash-pay avg)
Gross per session
$159
Self-employment tax (~15%)
-$24
Health insurance (avg $6K/yr)
-$12
Malpractice insurance
-$7
EHR & software
-$8
Office/overhead
-$20
Marketing, CE, misc
-$7
Take-home per session
~$81
At $111/session (insurance avg)
Gross per session
$111
Self-employment tax (~15%)
-$17
Health insurance (avg $6K/yr)
-$12
Malpractice insurance
-$7
EHR & software
-$8
Office/overhead
-$20
Marketing, CE, misc
-$7
Take-home per session
~$40
Estimates based on 500 sessions/year. Office overhead assumes partial telehealth/sublease model. Actual figures vary by state, specialty, caseload, and tax structure. Not financial advice — consult a therapist-specialized accountant.
There are now platforms — Headway, Alma, Grow Therapy are the most visible — that promise to solve all of this for you. They credential you, handle the billing, route clients your way, and manage the insurance relationship. In exchange they take a cut of your reimbursements, typically somewhere between 25% and 40% depending on the arrangement.
For clinicians who want to skip the admin complexity, especially early, it’s a genuinely compelling offer. The thing worth modeling before you sign is what that revenue share does to the per-session math compounded over two or three years. You’re not just paying for a service — you’re building someone else’s network on your caseload. That’s a legitimate trade-off for the right clinician at the right moment. It’s worth going in knowing what the trade is.
At $40 net per session, a part-time caseload of 15 insurance clients per week produces roughly $31,200 in net annual income — before income tax. This is the math behind the 29% figure. Not a failure of business skill. A structural outcome of reimbursement rates that haven’t kept pace with what it actually costs to deliver care.
The practices that understand this before starting a behavioral health practice — before signing the first panel contract, before the first intake — make intentional decisions about mix of income sources, fee structure, overhead model, and when — or whether — to accept insurance at all. The ones who figure it out two years in are already behind — and the math that got them there doesn’t fix itself.
📈 Before you commit to any insurance panel: Therasoft’s billing dashboard tracks your actual reimbursement rate per payer, denial rate by insurance company, and net revenue per session in real time — so you can see which panels are profitable and which are costing you money. Try it free for 30 days →
Where all your time goes
The administrative burden that doesn’t appear on a profit and loss statement but shows up every night after your last session.
The reality
Starting a behavioral health practice means building the operational infrastructure those systems already have. Big health systems have billing departments.
They have entire staff whose job is just handling prior authorizations. They have documentation coordinators.
You have yourself — at 9pm, progress notes still open, a prior auth denial in your email that needs a response before tomorrow, and CAQH attestation due at the end of the month. You knew the trade-off going in. What’s harder to anticipate is what it actually adds up to — because you’re not writing a check to anyone, so it doesn’t feel like a cost. It just feels like your night is gone.
Spend an hour tracking how you actually use your work day and the number will probably surprise you. A 2023 study in Psychiatric Services tracked this for clinicians and found documentation alone consumes about 35% of the work week — not everything admin, just the writing. For a 45-hour week, that’s 16 hours. Two full days of unbillable time, every week. Add billing, claim follow-up, and prior auth renewals, and you’re past 13 hours before you count the miscellaneous.
And it doesn’t ease up. More clients means more notes, more billing, more of everything. It gets worse.
35%
of a clinician’s work week goes to admin
16 hrs
per week, unbillable, in a 45-hour practice
$0
revenue generated from those two days every week
Source: Psychiatric Services (2023)
At $159/session and 6 billable sessions per clinical day, 13 hours of weekly admin represents roughly $1,950 in potential billable time lost. Over a year: over $95,000 in unrealized revenue — not because of low rates, but because of time spent on work the right platform handles automatically.
The catch
Most of those costs are fixed whether you’re seeing 10 clients or 30. The Heard 2025 data shows 69% of therapists spending under $25,000 a year on operating expenses.
That sounds manageable until you put $25,000 in fixed costs against a $75,000 gross practice and start thinking about a slow month, a billing denial sitting unresolved for 60 days, or a client who ghosts after three sessions. The math works fine when you’re at full caseload. Getting there takes longer than most people plan for — and the bills don’t wait.
What’s happening with insurance right now
The rate problem
One thing that doesn’t come up early enough in these conversations: the rate you credential at isn’t fixed. Panels adjust reimbursements, and for behavioral health, those adjustments have consistently trended down while medical specialties have seen increases.
You can credential at a rate that looks workable today and find yourself billing something noticeably lower two years from now — with a contract that’s not easy to exit and a client base that’s now built around a company that quietly changed the terms.
The Medicaid situation
Then there’s Medicaid. If you’re not planning to take Medicaid clients, this might feel like someone else’s problem — but it’s worth understanding because it affects the whole ecosystem. Medicaid is the federal and state insurance program for lower-income Americans, and it pays for roughly one in every four dollars spent on mental health and substance use treatment in this country.
That makes it the single largest source of funding for behavioral health services. In 2025, Congress passed legislation that cuts federal Medicaid funding by about 15% over the next ten years.
For therapists, what that translates to is: fewer people in your area with coverage, more bureaucratic requirements for the clients who still have it, and if Medicaid clients are a significant part of your referral base, a real revenue exposure that some practices are already feeling. The clients losing access tend to be the ones who already had the least.
“When a company’s reimbursement rates are too low and the administrative burdens are too high, some psychologists have had to make difficult choices about whether to work with those insurers. Those insurance companies could fix this problem and increase access to mental health treatment for patients by simply paying psychologists fairly and reducing the unnecessary administrative burdens that hinder their ability to provide care.”
Lynn Bufka, PhD, ABPP Head of Practice, American Psychological Association APA 2024 Practitioner Pulse Survey press release, December 2024
The enforcement gap
There are laws — mental health parity laws — requiring insurance companies to cover therapy at the same level they cover medical care. Stricter enforcement rules were being rolled out that would have actually moved that needle. Those were suspended in 2025. Without that enforcement, the gap between what insurance pays a therapist and what it pays a doctor has no mechanism to close — and it hasn’t. This particular problem isn’t closing by accident.
What to do about it
None of this means starting a behavioral health practice isn’t worth it. It means know where your income is coming from before something shifts. A spread of 2–3 insurance panels plus some private-pay clients — no single source more than a third of your revenue — holds up a lot better than a practice built around one payer.
Build that mix before something forces you to. And check whether the panels you want to join are actually open — in many urban and suburban markets, the best-paying plans are currently closed to new providers. Getting paneled isn’t just a paperwork question anymore. It’s a waitlist question.
⚠️ What to watch operationally: Know the percentage of your gross revenue from each payer. If any single insurance company or program represents more than 40% of your revenue, that is a concentration risk. Therasoft’s revenue analytics show mix of income sources breakdown in real time — including denial rates and reimbursement trends per payer — so you catch a deteriorating panel relationship before it becomes a cash flow crisis.
More competition than the shortage would suggest
The provider shortage is real. So is the increasingly crowded market that clinicians enter when starting a behavioral health practice today. Both are true — just in different places.
The market reality
Here’s something that sounds contradictory but isn’t: the behavioral health workforce shortage is real, and private practice is also getting more competitive. Both are true at the same time. The shortage is concentrated in rural areas, underserved communities, and practices that take Medicaid. Meanwhile, in most urban and suburban markets, the number of newly licensed therapists opening private practices has gone up significantly since 2020. The shortage and the competition are both real — just happening in different places.
The competition also looks different than it did five years ago. Private equity-backed group practices — the same model that consolidated urgent care and dentistry — have been entering behavioral health at scale. They negotiate insurance rates solo clinicians can’t match, spend more on Google Ads in a month than most solo practices spend on marketing in a year, and can absorb losses while building market share.
Separately, insurance-navigation platforms like Headway and Alma aggregate providers, handle credentialing and billing, and route clients your way — in exchange for somewhere between 25% and 40% of your reimbursements. Both represent a category of competition that didn’t meaningfully exist before 2022.
A licensed clinical social worker who consults on private practices put it directly in the Heard survey:
“Client acquisition costs will continue to increase for solo practices and smaller group practices not accepting insurance in certain regions.”
— LCSW, Private Practice Consultant (Heard, 2025)
What she’s describing is already showing up in the data: slower caseload ramp-ups for new solo practices, paid marketing that costs more and delivers less, referral relationships that used to be low-maintenance now requiring real cultivation. The people watching this aren’t forecasting it. They’re describing what’s already happening.
The answer
The counter isn’t to panic. It’s to specialize.
Generalist
Competing with nearly every therapist in your market
Referrals go to whoever has an opening this week
Limited ceiling on what you can charge cash-pay
Specialist
Answer to a specific search — fraction of the competition
OBGYNs, HR departments, EAPs refer to whoever they know as the expert
Typically justifies higher private-pay rates
The patient side of the same problem
There’s a patient side to this worth naming. Someone who finally decides to look for a therapist is usually searching for something specific — postpartum support, trauma, anxiety that’s affecting their job. The practices that show up for that search, and make it easy to take the next step once someone lands there, are the ones that turn that moment of readiness into an actual appointment.
A lot of those people will give up if the process is confusing or the right provider is too hard to find. Being findable and accessible isn’t just good marketing — it’s care.
Specialization also tends to justify a higher private-pay rate, which means fewer insurance sessions for the same income and more control over your schedule. A specialist isn’t competing for clients. They’re being found by the right ones.
Five decisions worth making deliberately
The choices most clinicians make by default when starting a behavioral health practice when starting a behavioral health practice — and what the intentional version of each actually looks like.
None of these are hard decisions. But they’re a lot easier to get right at the beginning than to fix two years in.
01
Telehealth vs. In-Person vs. Hybrid
Common default: in-person office from day one
Better path: telehealth-first, then hybrid as demand justifies overhead
A virtual practice runs $100–$500 a month in overhead. A physical office adds $500–$3,000 in rent before you’ve seen your first client. Starting telehealth-first lets you build a caseload and cash flow before committing to fixed space — then add an office when the numbers support it, not as a requirement to open your doors.
02
Insurance Panels vs. Cash-Pay vs. Hybrid
Common default: credential with as many panels as possible
Better path: hybrid model with intentional payer selection
A pure insurance practice gives you a referral pipeline — assuming the panels you want are open, which in many markets right now they aren’t — but caps your revenue at what each plan decides to pay. A pure cash-pay practice gives you higher per-session income but a smaller potential client pool. The middle path — 2–3 carefully chosen panels plus some private-pay or out-of-network (OON) clients — gives you access and income flexibility without depending entirely on either.
Aetna averaged $141 per session in 2024. Humana averaged $96. Choosing which panels to join is a business decision, not a clinical one. Know what a panel actually pays before you sign.
03
Solo vs. Group Practice — and When the Math Changes
Common default: stay solo indefinitely to avoid complexity
Better path: plan the group transition before you need it
A solo practice has a ceiling — most clinicians hit it around 25–30 sessions a week, and many start burning out before they get there. Adding even one associate on a revenue-split arrangement breaks that ceiling and spreads your fixed costs across more income. The milestone worth planning toward: S-corp status typically makes financial sense around $100,000 in net income. Know that number before you need it.
04
Specialization vs. Generalist Practice
Common default: broad scope to maximize referral opportunities
Better path: defined specialty that brings referrals to you
Generalist
Competing with nearly every therapist in your market
Referrals go to whoever has an opening this week
Limited ceiling on what you can charge
Specialist
Answer to a specific search — fraction of the competition
OBGYNs, HR departments, EAPs refer to the expert they know
Typically justifies higher private-pay rates
05
Your Technology Infrastructure — Chosen Early, Hard to Migrate Later
Common default: cheapest EHR available, upgrade later
Better path: right-size from the start — behavioral health-specific platform
EHR migration is one of the most disruptive things a practice can go through. Practices that start on a general tool and later switch to a behavioral health-specific platform typically lose two to four weeks of productive capacity in the process. Starting on the right one from the beginning isn’t more expensive — general platforms look cheaper until you add billing, telehealth, ambient documentation, and a client portal separately.
Ask any vendor: what’s the total monthly cost with billing, telehealth, client portal, and AI notes included? That number, not the base rate, is what you’re actually comparing. Full breakdown in the practice management software guide →
See what your practice would actually look like inside Therasoft before you commit to anything.
Scheduling, AI documentation, billing, prior auth tracking, and client portal — all in one platform built for behavioral health. 30-day free trial. No credit card required.
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The right tools change the math
How the right platform closes the infrastructure gap between running a solo practice and running a health system.
The trade-off
Large behavioral health organizations have billing departments, prior authorization staff, documentation coordinators, and EHR administrators. A solo practice owner has themselves. The structural disadvantage is real — and for most of the history of private practice, it was simply the cost of independence. You traded admin support for autonomy.
What’s changed is how much of that work software can actually handle now.
The time math
The time savings from AI-assisted documentation aren’t marginal — they’re structural. The American Academy of Family Physicians estimates AI documentation tools reduce clinical note time by up to 72% on average across healthcare settings. For a practice seeing 30 clients a week, that’s about 5.4 hours back per week — 270 hours a year, more than six full clinical weeks.
The current version of this is ambient documentation — AI that drafts a note from session audio or a brief dictation, not something you sit down to write afterward. The debate in the field isn’t whether to use it. It’s when: during session, immediately after, or reviewing a draft that was running in the background. An 8-minute note becomes 90 seconds of review.
“We are at the precipice of massive change for the field. The integration of tech into mental health practice will likely make us more efficient and effective.”
Dr. Samuel Lustgarten Psychologist in private practice Heard Financial State of Private Practice, 2024 predictions
270 hrs
recovered per year
That’s more than 6 full clinical weeks currently going to documentation for a practice seeing 30 clients a week. AI-assisted note-writing returns those hours.
What the right platform handles automatically
✓
Claims scrubbed for errors before they go out — not returned as denials 60 days later
✓
Denials explained with the specific reason — fixable the same day instead of weeks later
✓
Insurance authorizations tracked with alerts before they expire — no sessions you can’t bill
✓
PHQ-9, GAD-7, and PCL-5 assessments delivered to clients, scored, and waiting before the session starts
The result
The right tools don’t make you a big practice. They make you a lean one. And lean, right now, is the actual advantage. The practices that are growing aren’t the ones with the most clients — they’re the ones where the owner is spending their time doing clinical work, not catching up on admin at night.
Frequently Asked Questions: Starting a Behavioral Health Practice
?
What does starting a behavioral health practice actually cost?
Startup Costs
+
A virtual telehealth-only behavioral health practice can be started for as little as $100–$500 per month in ongoing overhead, making it the lowest-cost entry point available. A physical in-person practice — with office rent, furniture, and equipment — typically costs $10,000–$50,000 in the first year, with rent representing the largest variable.
Key startup costs in either model include: EHR/practice management software ($100–$500/month), malpractice insurance ($2,000–$5,000/year), state licensing fees (typically a few hundred dollars), and initial marketing (website, Psychology Today listing, Google Business profile). A lean telehealth launch with the right platform can reach a viable caseload for well under $5,000 in total first-year investment.
?
Should I accept insurance or go cash-pay when starting a private practice?
Payer Model
+
A hybrid model — accepting a curated set of 2–3 insurance panels while also maintaining a percentage of cash-pay clients — is the most financially resilient structure for most new practices. Pure cash-pay practices have higher per-session revenue but a narrower potential client pool and longer ramp-up to full caseload. Pure insurance practices have a built-in referral pipeline but are fully exposed to reimbursement rate decisions made by payers.
The key is to know the actual reimbursement rate from each panel before credentialing — not after. Aetna averaged $141/session in 2024, Humana averaged $96. Credentialing selectively based on real rate data, rather than credentialing everywhere available, is the difference between a sustainable insurance mix and one that slowly erodes your margins over two years.
?
How long does it take for a new behavioral health practice to become profitable?
Timeline
+
Most solo behavioral health practices reach break-even within 6–12 months, with the timeline depending heavily on caseload ramp speed, whether you accept insurance (which adds credentialing lag time of 3–6 months before first payment), and your overhead model. Telehealth-only practices typically reach profitability faster because fixed costs are lower and startup is immediate.
The credentialing timeline is the most common cause of early cash flow problems: insurance panels can take 90–180 days to approve and begin routing referrals. Plan for 3–6 months of operating expenses as working capital before insurance revenue begins. Practices that launch with a cash-pay client base while credentialing runs in the background avoid the gap that derails many new practice owners.
?
What is the biggest financial mistake new practice owners make?
Common Mistakes
+
The most common is credentialing with every available insurance panel without evaluating the reimbursement rate per payer. The result is a full caseload that generates far less revenue than projected because low-rate payers — some as low as $96/session — are filling schedule slots that could be occupied by better-reimbursed insurance clients or cash-pay clients.
The second most common is underestimating the time cost of administration and not building that cost into the business model. Spending 13+ hours per week on documentation, billing, and prior auth is not a temporary problem that will resolve as you get more efficient — it is a structural problem that only resolves with the right platform. Both mistakes are correctable, but both are cheaper to avoid at startup than to fix 18 months in.
?
How are recent Medicaid funding changes affecting private behavioral health practices?
Policy Impact
+
Medicaid accounts for approximately 25% of all behavioral health spending in the United States, making it the single largest payer of mental health and substance use services.
Significant federal funding reductions are being phased in through 2026 and beyond, with the Congressional Budget Office estimating millions of individuals losing coverage. For practices with Medicaid-heavy client bases, this creates two related risks: fewer covered clients in the service area, and increased eligibility redetermination requirements that may interrupt continuity of care even for clients who remain eligible.
The operational response most practices are taking is to diversify their income mix before the cuts fully take effect — adding private insurance panels, building a cash-pay client base, and reducing concentration in any single payer. No single payer representing more than 30–40% of gross revenue is the structural target most practice consultants recommend as a risk threshold.
?
What software do I need to run a behavioral health private practice?
Technology
+
At minimum, a behavioral health practice needs: a HIPAA-compliant EHR with progress note templates in SOAP, DAP, or BIRP format; insurance billing that submits claims electronically and auto-processes the payment explanations back; a client portal for intake forms and secure messaging; a BAA-covered telehealth platform; and a scheduling system with appointment reminders. In practice, these should all be in a single platform — managing five separate tools for a solo practice creates the administrative overhead that is the core problem.
AI-assisted clinical documentation is increasingly standard, not optional — the time savings are significant enough that practices without it are absorbing a structural productivity disadvantage. Therasoft includes all of the above plus AI progress note generation, treatment plan drafting, and automated PHQ-9/GAD-7/PCL-5 assessment management in a single behavioral health-specific platform. The 30-day free trial is the fastest way to see whether the workflow actually fits yours before committing.
?
Is starting a behavioral health practice possible while still working elsewhere?
Getting Started
+
Yes, and for most clinicians this is the lower-risk path. Starting with a small part-time caseload — 3–5 clients per week — while maintaining your primary income allows you to build the infrastructure, work through the insurance credentialing process, and validate your referral sources before making the full transition. The EHR and billing systems you set up for a 5-client practice are the same ones that support a 30-client practice.
The primary constraint is time, not money — which is why the administrative efficiency of your platform matters even more in the part-time startup phase than it does when you’re full-time. Using a platform with AI documentation, automated billing, and self-scheduling client intake means you can manage a part-time practice without spending your off-hours on admin work that kills the financial and personal case for the transition.
?
Is 2026 a good time for starting a behavioral health practice?
Big Picture
+
The honest answer is yes — with conditions. Demand for behavioral health services is at a historic high and is not retreating. The workforce shortage means that a qualified clinician with a clear niche and the right the right setup will fill a caseload.
The practices that are failing financially are not failing because clients don’t exist. They are failing because the economics weren’t modeled accurately before launch, or because administrative overhead eroded the margin that the clinical revenue was supposed to generate.
The conditions: go in with your eyes open on reimbursement rates, plan your income mix intentionally, keep overhead lean (start telehealth, add office later), choose your technology platform as a business infrastructure decision not an afterthought, and develop a specialty that differentiates you from the increasing number of generalist providers in most markets. Those five conditions don’t guarantee success. They do dramatically improve the odds.
What the practices that make it are doing differently
The practices that survive don’t find the economics easy. They understand them before they start.
Starting a behavioral health practice isn’t a broken idea. It’s just harder than it used to be, and more complicated than most startup guides acknowledge. The practices that do well and the ones that quietly struggle usually aren’t separated by how skilled the clinician is. They’re separated by whether the person building it understood what they were walking into — and built accordingly.
The practices still running in 2031 looked at the real numbers before signing their first insurance contracts. They chose which panels made financial sense. They kept their costs low, found a specialty that brought the right clients to them, and set up the tools early enough that they weren’t doing admin work every night just to stay afloat. None of that is complicated. The difference between those two paths shows up years later in whether the practice still exists.
Here’s what the business case doesn’t quite capture: every practice that opens and stays sustainable is a place where someone who needed help found it. Every practice that closes because the math didn’t work is a waitlist that gets longer,
a client who stops looking, a person who was finally ready to ask for help and ran into a voicemail that never got returned. The goal isn’t just a business that works — it’s a practice that exists. That stays open. That has an appointment when someone needs one.
Every practice that closes because the math didn’t work is a waitlist that gets longer, a client who stops looking, a person who needed care and couldn’t navigate to it. The goal isn’t just a business that works — it’s a place that exists. That picks up the phone. That has an opening when someone is finally ready to ask for help.
That’s what the system makes difficult. That’s also what makes it worth building anyway.
📋 One more thing: According to Heard, 43% of private practice therapists brought in income from something beyond direct client sessions in 2023 — supervision, consulting, teaching, training. Most people don’t build those until they need them. If your practice isn’t eating all your time, you have space to develop them before they become a financial necessity.
The demand is real and it’s not going anywhere. The work matters. Building the practice that can actually do it — sustainably, for years, for the people who need it — is where this starts. That’s really what this is about.
See What a Lean, Efficient Practice Actually Looks Like
Therasoft handles scheduling, AI-assisted progress notes, insurance billing, prior auth tracking, and client portal — all in one behavioral health-specific platform. 30 days free. No credit card. See the full workflow before you commit to anything.
Sources
Heard Financial State of Private Practice Report (2024, 2025). Private Practice Economics and Workforce Survey.
American Psychological Association (2024). APA Practitioner Pulse Survey.
SAMHSA (2025). Behavioral Health Workforce Report.
Psychiatric Services (2023). Administrative burden in behavioral health settings.
American Academy of Family Physicians (2024). Artificial Intelligence in Clinical Documentation. AAFP.
Centers for Medicare & Medicaid Services (2025). Medicare Physician Fee Schedule — Behavioral Health Reimbursement Adjustments.
Behavioral Health Business (2024). State of the Behavioral Health Industry Report.
Bufka, L. (2024, December 17). APA 2024 Practitioner Pulse Survey: Barriers to Care in a Changing Practice Environment [Press release]. American Psychological Association.
Waldman, A. (2024, August). How the U.S. insurance system makes finding mental health care difficult. PBS NewsHour / ProPublica.
Fulwiler, M. (2025, April 2). Quoted in: Therapists made some profit gains in 2024, Heard survey finds. Fierce Healthcare.
Lustgarten, S. (2024). Therapy practice predictions for 2025. Heard Financial.
Spevack, L. (2024, November). Quoted in: 2 digital mental health platforms cut pay rates for therapists. ClearHealthCosts.
The Therasoft Editorial Team is composed of behavioral health technology specialists, licensed practice management consultants, and healthcare content strategists with direct experience in mental health billing, clinical documentation, and EHR implementation. All clinical and regulatory content is reviewed against current HIPAA guidance, payer policy, and peer-reviewed research before publication.
