Fractional CFO for ABA companies
Full-CFO expertise for ABA owners scaling past their first multi-clinic move. No salary, no dilution, and no explaining what a BCBA is.
Mike Gogis, CPA
Founder · 20+ years in the CFO chair
Why ABA
My son needed therapy, and watching him with the right clinician showed me what good clinical care does for a family. I started helping a clinician on the business side. That became a CFO engagement, then a referral, then another. Today my entire practice is ABA, OT, ST, and PT.
Mike Gogis, CPA · Founder
The record
CST Academy is one of Chicagoland’s largest pediatric therapy groups: ABA, speech, OT, PT, feeding, and autism evaluations delivered under one roof at every site. As CFO, Mike built the financial infrastructure behind that scale and carried the company through its recapitalization.
8
Chicagoland locations
7
Integrated services
1,000+
Five-star reviews
2–3 wks
Average start time
Figures published by CST Academy.
The problem
By the time margin compression shows up in your financials, the decisions that caused it were made ninety days ago. A payer mix shift. A clinic that slipped to sixty percent utilization. A BCBA who left in April and took eleven billable hours a week with them.
Most ABA owners are running a business that outgrew its finance function somewhere around $3M. Nobody told them, because the person who would have told them is the person they have not hired.
That is the job. Not bookkeeping. Knowing which number is about to move, early enough to do something about it.
In his words
Numbers tell you
what happened.
My job is to tell you what they mean.
The work
Former Chief Financial Officer
Owner wanted a multi-state footprint but had no way to measure each clinic's contribution.
Built site-level P&L discipline so every location stands on its own rather than hiding inside a single aggregate.
0 → 9
Clinics, three states
7
Integrated services
1,000+
Five-star reviews
2–3 wks
Average start time
Service, review, and access figures published by CST Academy.
Financial consultant
A four-location ABA provider in Michigan seeking clearer financial visibility across its clinics.
Advised leadership on financial planning, reporting, and the decisions involved in managing a multi-location practice.
4
Michigan locations
Growth and finance advisor
A Chicago-area pediatric therapy group providing ABA, speech, OT, PT, and feeding services.
Helped leadership strengthen the financial foundation for continued growth across locations and service lines.
5
Integrated service lines
Fractional CFO
A diagnostics practice preparing for sale, without losing the leverage founders usually forfeit in diligence.
Books cleanup, EBITDA normalization, and sell-side advocacy through close. Held the line on add-backs, working capital, and earnout terms.
Exit
Strong multiple, terms held
A Chicago-based nonprofit bringing free pediatric therapy to underserved communities in Belize, in partnership with local organizations.
Helped establish the organization and ran its financial operations from day one: the financial backbone, partnership terms with 15 universities, and the growth roadmap.
386+
Children given direct care
163+
Families reached in Belize
527+
Trainings delivered
16+
Long-term clinicians placed
Figures published by Therapy Volunteers International.
How we work
Three engagements, matched to where your practice actually is. You do not buy a tier. You start where the gap is.
First, get the books, team, and reporting in order.
$5K–$9K / month
For ABA practices $2M–$5M annual revenue
Use your numbers to make better decisions, faster.
$9K–$11K / month
For ABA practices $5M–$15M annual revenue
Prepare for the sale. Protect every dollar of it.
$11K–$13K / month
For ABA practices $15M+ annual revenue
Insights
About
Twenty years in the CFO chair, and a CPA who trained auditing nonprofits. That is where I learned to read a P&L like a story and spot the parts that do not add up.
As CFO of CST Academy I built the finance function behind one of Chicagoland’s largest pediatric therapy groups, and carried the company through its recapitalization.
Today my entire practice is ABA, OT, ST and PT. I know what a BCBA’s caseload does to your margin, and what an authorization backlog does to your cash.
More about Mike→Before you call
If they were already in order you would not be calling me. Send what you have, or send nothing and just talk. Sorting out the mess is the work. It is not a prerequisite for the work.
Tell me about your clinics, your payer mix, and the decision actually in front of you. I will tell you what I see in it, on the call, whether or not you ever hire me.
I take on a small number of ABA clients at a time, so there is no reason for me to sell you something that will not work. If you need a bookkeeper rather than a CFO, I will say so and point you at one.
Next step
I take on a small number of ABA clients at a time. Thirty minutes on your business, your numbers, and your next move. Then a straight answer about whether I am the right help, whether or not you hire me.
Book a confidential call
