Today’s BCACC webinar offered some important updates on the future of counselling regulation in British Columbia—and while there’s a lot still in development, there are a few key takeaways I want to share.

Leadership is required to be an effective group practice owner. And yet, so many therapists avoid the title of leader altogether. Some don’t identify with it, and others aren’t sure how to define who they are in that role—especially when they didn’t get into this field to “command” anyone.

As a group practice owner, you are not just a clinician anymore. You are a business owner. That means the way you operate must be sustainable, boundaried, and legally sound.

You write contracts not only to protect your practice, but to clarify expectations and uphold your role as a business leader. And if your contractor agreement states that clinicians are only paid for sessions the clinic gets paid for—then that’s the agreement. Full stop.

People remember how they’re treated. And when someone leaves your team, it can either be a graceful exit that reinforces your leadership and values — or a messy, painful process that ripples through your team and your reputation.

Think about what you want your departing team members to say about your practice. About you. About how they felt leaving. Were they respected? Supported? Given space to wrap up with dignity?

If you’re like many therapists I work with, you didn’t set out to become a business owner. You were simply full—emotionally, energetically, and in your caseload. Referrals kept coming, and it felt too painful to turn people away. So you brought on an independent contractor. Then another. Then one more.

Before you knew it, you weren’t just running a private practice—you were running a business with a team.

But here’s the catch: most therapists in this position didn’t count the cost—literally or figuratively. They didn’t run the numbers or look at the full range of responsibilities that come with the shift from solo therapist to CEO of a group practice.

So that’s where I want to start with you today.

Running a group practice can be lonely. Your team may be amazing, but at the end of the day, there are some things only other owners truly understand. Being in a room (or a hot tub, or around a campfire) with people who get it is incredibly validating.

Bringing on a Clinical Director is a big step, but it’s one that can create more stability, sustainability, and balance in your group practice. If you’re feeling overwhelmed and struggling to give your team the support they need while also keeping up with business demands, this might be your sign that it’s time to hire.

Before you can offer a competitive rate to your therapists, you need to have a clear understanding of your practice’s financials.

As I reflect on my journey and the support I offer to group practice owners across Canada, I recently found myself asking: Why do I do this? What do I stand for? This blog shares my core values for the Group Practice Network

As entrepreneurs, we often start with a dream—a vision of how our business will shape our future. For group practice owners (GPOs), the goal is typically to build something that not only impacts your community but also enhances your personal life. However, it's only when you define what that future looks like that you can begin turning those dreams into tangible results.

There’s this therapist in your group practice that has been on your radar for a while now. There are a number of signs that it’s time to let them go, but you’re waffling back and forth. So you’re asking yourself - how do I know if it’s time to let a therapist go and how do I do it?