Purpose and Profit: The Sustainable Therapy Practice Podcast
May 26, 2026 · 22 min · 9 segments
If you are a Canadian therapy practice owner who is mid-scale and feeling business thinking leak into every hour of your personal life, this episode names the real cost of scaling a therapy practice…
Cecilia MannellaHost
[lip smack] I wanted to share my personal experiences of what scaling and growing has actually been like.

There's not a lot of behind-the-scenes conversations, I think, about the reality of what it means to scale a business.

And there's a lot of beautiful posts out there and Instagrammable things and whatnot, and I try to do my best also to make the beautiful little posts, um, to capture attention.

But I-- what I wanted to share on this podcast is a bit more of the hard stuff behind the scenes when things get really challenging and messy and things that make us actually wanna cry sometimes, um, because it's really challenging.

[lip smack] And I've said this before and-- but I think that from an honest perspective, I think we do a pretty good job of it, that [chuckles] what gets difficult is the overwhelm that comes when our lives get a little bit wider.

And what I mean with that is that when we start off, you know, bright-eyed, bushy-tailed new grads, um, our world is actually fairly narrow in many ways.

We think about client acquisition, how to get new clients, basically, how to position ourselves because we're learning that we have to actually position ourselves as a, as a business owner and be in the market, and how to be a really good clinician.

So we come out of grad school full of hopes and dreams and, you know, feeling like we're gonna make the difference in the world, and that is amazing.

And that's really our initial mission and vision for what we want in this field.

But we're really focused on those, like, three really specific things: how to get new clients, how to position ourselves, and how to be a really good clinician.

And for me, when I think about those early days, my business strategy would have fit in one page, to be honest.

And I think my business strategy was fairly nonexistent, if I'm being really honest.

When I started, it was like a couple of chicken scratches on a piece of paper of what it would look like.

[laughs] You know? Like, it feels like, oh my God, the things were so simple back then because compared to what came next, that was so simple.

Now, if you are in the haze of starting out, um, and you're thinking it's not simple, things definitely get more complex the more that you scale.

So scaling a practice, so going from solo to group, added complexities that I didn't really anticipate and no one really warned me about.

Things like hiring decisions, firing decisions, cash flow questions, insurance issues, team dynamics, marketing that really worked for solo practice actually didn't translate into group practice.

Taxing structures, office leases, and negotiating those kind of contracts, software stacks, onboarding processes, performance conversations.

To be honest, it was like drinking water out of a fire hose, and the hose just kept on getting bigger and bigger.

So the more that I scaled, the more growth that came my way, the harder it actually became because it felt like the complexities just got bigger.

[lip smack] I wanted to share my personal experiences of what scaling and growing has actually been like.

There's not a lot of behind-the-scenes conversations, I think, about the reality of what it means to scale a business.

And there's a lot of beautiful posts out there and Instagrammable things and whatnot, and I try to do my best also to make the beautiful little posts, um, to capture attention.

But I-- what I wanted to share on this podcast is a bit more of the hard stuff behind the scenes when things get really challenging and messy and things that make us actually wanna cry sometimes, um, because it's really challenging.

[lip smack] And I've said this before and-- but I think that from an honest perspective, I think we do a pretty good job of it, that [chuckles] what gets difficult is the overwhelm that comes when our lives get a little bit wider.

And what I mean with that is that when we start off, you know, bright-eyed, bushy-tailed new grads, um, our world is actually fairly narrow in many ways.

We think about client acquisition, how to get new clients, basically, how to position ourselves because we're learning that we have to actually position ourselves as a, as a business owner and be in the market, and how to be a really good clinician.

So we come out of grad school full of hopes and dreams and, you know, feeling like we're gonna make the difference in the world, and that is amazing.

And that's really our initial mission and vision for what we want in this field.

But we're really focused on those, like, three really specific things: how to get new clients, how to position ourselves, and how to be a really good clinician.

And for me, when I think about those early days, my business strategy would have fit in one page, to be honest.

And I think my business strategy was fairly nonexistent, if I'm being really honest.

When I started, it was like a couple of chicken scratches on a piece of paper of what it would look like.

[laughs] You know? Like, it feels like, oh my God, the things were so simple back then because compared to what came next, that was so simple.

Now, if you are in the haze of starting out, um, and you're thinking it's not simple, things definitely get more complex the more that you scale.

So scaling a practice, so going from solo to group, added complexities that I didn't really anticipate and no one really warned me about.

Things like hiring decisions, firing decisions, cash flow questions, insurance issues, team dynamics, marketing that really worked for solo practice actually didn't translate into group practice.

Taxing structures, office leases, and negotiating those kind of contracts, software stacks, onboarding processes, performance conversations.

To be honest, it was like drinking water out of a fire hose, and the hose just kept on getting bigger and bigger.

So the more that I scaled, the more growth that came my way, the harder it actually became because it felt like the complexities just got bigger.
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