Purpose and Profit: The Sustainable Therapy Practice Podcast

Cecilia Mannella
  • 5.0 (1)
  • Entrepreneurship
  • Updated Weekly

Purpose & Profit: The Sustainable Therapy Practice Podcast is for therapists who've built something real and are ready to lead it sustainably. Hosted by Cecilia Mannella, RCC, RSW — mental health practitioner, seven-figure group practice owner, and creator of the Sustainable Practice Framework™ — this podcast explores what it actually takes to build a profitable, sustainable therapy business without shrinking your leadership or losing yourself in the process. Each week, honest conversations about: - Ethical wealth and profit margins you can actually see and understand - Sustainable scaling and leadership evolution - The clinician-to-CEO identity shift — and what it costs to skip it - Team leadership, delegation, and building a practice that runs without you as the single point of failure - Building a practice that serves your clients — and your life Because burnout is not a business model. And purpose without profit isn't sustainable. If you're a therapy practice owner who's tired of being the most advanced person in the room, this is where that changes.

  1. 3d ago

    52 | Scarcity Doesn't Stay in the Bank Account, with Linzy Bonham

    Scarcity doesn't stay in the bank account. It shows up in the fee you slide before a client asks, the split that looks generous, and the clinician you keep because you're afraid of losing her income. Linzy Bonham, a social worker turned finance coach for therapists, joins Cecilia and co-host Steph Davis to trace where that comes from and what it costs a practice. Linzy started her career as a complex trauma therapist, making order out of chaos in the room. Now she does the same with therapists' finances. After years of looking inside their bank accounts, she has seen one pattern often enough to name it. Scarcity starts as a feeling about money and becomes a posture: tight, careful, small, not taking up space. And it travels. It moves into your fees, into how you pay your team, and into who you hold on to and why. Cecilia shares the scarcity she carried as a first-generation Canadian, and the question that finally loosened it: what is the number? She and Steph also push on why therapists can say "I'm not good at business" but almost never "I'm not a good leader." What we cover The difference between money (what it means to you) and finances (the math of running a practice), and why a practice owner needs literacy in bothHow scarcity shows up in leadership: saying yes when you're already full, keeping wrong-fit clients, and holding on to a clinician who is hurting the cultureWhy sliding your fee before anyone asks and setting splits at the most you think you can survive come from the same fear of being greedyWhy "enough" needs an actual number, and how trusting your future earnings changes what you feel you have to hold on to todayWhy therapists can admit they're bad at business but not that they're bad leaders, and what that distinction hidesWhy your numbers are an ongoing relationship rather than a course you finished, and what Linzy is bringing to Together in Practice Timestamps 00:00 Welcome, and Steph joins as co-host 01:36 Money vs. finances: the distinction Linzy's work is built on 02:42 The "bad at math" story, and why it's mostly emotional 05:01 From complex trauma therapist to finance coach 08:53 The most common pattern: "there isn't enough" 09:22 The $90,000 nobody could touch 10:16 How scarcity shows up in leadership and team decisions 11:30 Cecilia's scarcity story: what is the number? 13:38 A foreshortened sense of future 15:27 Checking job boards for years, and when it stopped 16:37 Keeping a licence you don't use: scarcity or insurance? 17:16 "Money is bad": guilt, sliding fees, and 80/20 splits 21:12 Business as a series of learnable skills 24:02 "I'm not good at business" vs. "I'm not a good leader" 25:26 The empathy index 27:22 Escape fantasies, including the Costco bakery 28:42 Linzy's Summit session: financial leadership 30:19 Numbers are not one and done Quote from Linzy "Usually when we are exploiting ourselves financially, we are also exploiting ourselves emotionally." Therapists often undercharge, set associate splits they can't sustain, and keep team members who aren't working out because scarcity and guilt about money shape their business decisions. Building financial literacy and naming concrete financial targets lets those decisions be made on the numbers instead. Join us at Together in Practice Linzy leads the session on financial leadership at Together in Practice, a leadership summit for therapy practice owners, on Saturday, 17 October. The summit runs over two Saturdays, 17 and 24 October 2026. Bring your numbers; there's pre-work. Register: https://www.togetherinpractice.ca/ Take the Practice Growth Ceiling Diagnostic: https://www.ceciliamannella.com/diagnostic About Linzy Linzy Bonham is a social worker turned business coach who teaches therapists financial literacy. She is a former complex trauma therapist based in Guelph, Ontario, and she created Money Skills for Therapists and Money Skills for Group Practice Owners. Website: https://moneyskillsfortherapists.com/ Money Skills for Therapists: https://moneyskillsfortherapists.com/msft-waitlist/ Money Skills for Group Practice Owners: https://moneyskillsfortherapists.com/msgpo/ Linzy's podcast: https://moneyskillsfortherapists.com/podcast/ Instagram: https://www.instagram.com/moneyskillsfortherapists/ LinkedIn: https://www.linkedin.com/in/linzybonham/ Co-host Steph Davis, RCC-ACS, PCC, COC, is co-owner of Shoreline Counselling and Cecilia's co-host of Together in Practice.

  2. Sep 22

    51 | Client retention is a leadership skill, not a sales tactic — with Elana Sures

    Therapists were trained that the client is the expert. Elana Sures thinks that idea got welded to a second one — that being directive is a misuse of power — and the two have been travelling together, unexamined, ever since. The client is the expert on her own history and on how the problem shows up in her life. You are the expert on treatment, on cadence, on what the work actually requires. Withholding that is not neutrality. It hands the decision back to the person who came to you because she could not make it herself. Elana reframes a plan as a container — the structure that lets someone put something down. Then Steph Davis names the harder problem: the same fear runs one level up. Practice owners avoid the retention conversation with their clinicians for the same reason their clinicians avoid direction with clients. Buying more leads is what you spend to not have it. What's covered: Why "the client is the expert" describes expertise about her own life, not expertise about treatment — and what actually belongs to each of youHow trauma-informed care got fused with non-directiveness, and why the fusion is an inheritance rather than a clinical positionWhy a treatment plan functions as containment rather than control, and what it means that clients experience open-ended endings as abandonmentThe three myths about retention: that the client wasn't ready, that seasoned clinicians retain better, and that retention is a form of sellingWhy practice owners avoid retention conversations with their teams — the same fear their therapists hold about clients, one level upWhy lead generation is the move an owner reaches for first, and what that choice costs when retention is the actual limiting factor Timestamps: 01:25 — Elana on Open Space Counselling, Group Practice Performance, and the Client Retention System 02:25 — Where client retention and clinical leadership actually meet 02:49 — Retention as a professional obligation rather than a business metric 04:53 — What therapists were trained to avoid, and who trained them 05:50 — The fusion: trauma-informed care welded to non-directiveness 06:23 — Naming the power in the room instead of pretending it isn't there 08:03 — "It feels unethical" — holding information the client came for 09:28 — What the client is the expert on, and what you are 10:15 — Session intervals, and what the research says about the gap between appointments 13:09 — What other profession asks the client to write the treatment plan 14:03 — The hairstylist, the dog trainer, and the benefits objection 15:17 — Trauma-informed care running in the other direction: the plan as container 18:36 — The client question that changed how Elana practises 19:49 — Client-centred care that isn't thinking about the client at all 20:53 — Three myths about retention 22:52 — Why her interns out-retain her most experienced clinicians 25:08 — "Retention is salesy" — and what's underneath that objection 27:54 — What she's covering at Together in Practice 29:37 — Why the first session, and why it carries the highest dropout 31:43 — Practice owners hold the same fear their therapists hold 33:24 — The training gap: prepared for systems, sent into private practice 35:24 — The acquisition blind spot, and the arithmetic nobody runs 36:45 — Why buying leads is easier than one conversation with one clinician 40:12 — Leadership conversations as a skill that can be learned Together in Practice — October 17 and 24. Elana is speaking on retention as a leadership practice: the talking points, the first session, and how to open the conversation with your team without it landing as a performance review. Registration and the full speaker list: SUMMIT LINK Elana Sures, RCC is the owner and clinical director of Open Space Counselling, a group practice with offices in Vancouver and North Vancouver, and the founder of Group Practice Performance Open Space Counselling: https://openspacecounselling.ca/ Group Practice Performance: https://www.grouppracticeperformance.com/about Facebook group: https://www.facebook.com/share/g/1Bq7WVre4h/ Co-host, Steph Davis: Shoreline Counselling: https://www.shorelinecounselling.ca/ Coaching: https://www.stephanieldavis.com/

  3. Sep 15

    50 | Group Practice Culture: Why Only the Bad One Builds Itself

    Every therapy practice already has a culture. The only question is whether anyone chose it, because the one that builds itself gets built out of your temperament rather than your values. Laura Bull and Steph Davis built their group practice in reaction to one they left badly, and spent years finding out what that cost. In this conversation they get precise about it: the clinician they let go too early out of fear, the retention rate someone eventually told them was too high, and the moment leadership stopped being a matter of questioning everything about themselves. The distinction underneath it is the useful part. Culture is whatever your people can count on to repeat. Leadership is whether that repetition was chosen — and how the leadership team relates to each other sets the heartbeat everyone else in the building feels. Which is also why a practice with no mess in it is telling you something. What's coveredWhy building a practice as the opposite of a bad one leaves the bad one still setting your agendaWhat it cost to make a staffing decision out of fear, and how they found out a year laterWhy a leader who questions everything about herself cannot hold steadiness for anyone elseThe reframe that arrived with the numbers: a staff retention rate can be too high, and resentment is what unpriced generosity costsCulture as what repeats, leadership as whether the repetition was intentional — and why only the unhealthy version builds itselfWhy no conflict in a caseload is a clinical finding, and the same reading applies to a team Timestamps: 01:04 — How a friendship started, and why the origin story is a culture story 06:01 — Leaving, and the reactive culture that followed them out 08:46 — The staffing decision they made from fear, and the conversation a year later that named it 11:09 — Leading while questioning everything about yourself 13:19 — "Your staff retention rate is too high" 15:38 — What changed when the decisions got grounded in numbers 17:40 — What leadership actually means to each of them 23:38 — Why it isn't leadership if it isn't messy 24:41 — Culture is what repeats. Leadership is whether you chose it. 30:07 — No conflict is a finding, clinically and in a team 32:45 — Together in Practice: what the two days hold Together in Practice: A Virtual Leadership Summit October 17 and 24th · two Saturdays · 9:00am–2:00pm Pacific · eight sessions Two days built for practice owners who are past the setup questions. Day one is for solo and group practice owners leading a business and a caseload — retention, sustainability, finances, values. Day two is for group practice owners and the group-practice-curious, with Laura and Steph on culture, Cecilia on sustainability and long-term visioning, and sessions from Elana Sures and Lindsay Bonham. Details and registration: togetherinpractice.ca

  4. Sep 8

    49 | Leadership that lasts: building a practice that runs without you

    Most delegation advice tells you to get something off your plate. That advice is why it doesn't work. Handing someone a task while you keep the decision leaves the work exactly where it was — the illusion that it's off your desk, when you're still standing in the middle of it. This episode draws the line between delegating for relief and delegating for ownership. One buys you an hour. The other hands over a piece of your authority, and changes what the practice can do when you're not in it. Cecilia works through an operations hire that turned out to be the wrong role — an expensive decision, and a reversible one — and what it taught her about the difference between the bottleneck you feel and the one you actually have. Then the harder question underneath all of it. If your judgment has never left your head, there is nothing for anyone to take ownership of. What's coveredWhy handing over a task keeps you as the bottleneck, and what has to change before that stopsThe test: if they come back to you for the decision, you delegated relief — not ownershipWhy people protect what is theirs and won't protect what is still yoursWhat an expensive but reversible hiring decision taught her about diagnosing a constraint before writing the job postingWhy revenue and systems have a role and are not the assetWhat "could someone else take this over" is actually testing: whether or not you ever sell Timestamps00:01 — Closing a four-part series: what makes leadership last02:16 — Why the usual delegation advice doesn't relieve anything04:33 — Delegating for relief and delegating for ownership06:45 — Why ownership holds and relief doesn't09:12 — Hiring for your plate instead of for the constraint13:44 — Promoting from inside, and why ownership never comes back to you16:08 — Humility as part of the job, not a sign of failure18:10 — The nine roles you cannot hold at once, and the retreat to the therapy room21:15 — The asset is your judgment, and almost none of it is written down26:00 — Legacy as what you send forward Want to know what's actually capping your growth? The Practice Growth Ceiling Diagnostic — seven questions, a few minutes, and it names what is actually capping growth. https://www.ceciliamannella.com/diagnostic Together in Practice is a therapist leadership summit, co-hosted by Cecilia. Day one covers leading your practice — the business side. Day two covers developing the leader: who you want to be and how you show up while growing your business. Details and registration at togetherinpractice.ca Work with Cecilia (1:1 business coaching and The Practice CEO Circle) - https://www.ceciliamannella.com Connect with Cecilia on LinkedIn - https://www.linkedin.com/in/cecilia-mannella/ Cecilia Mannella, RSW, RCC is a registered clinical counsellor, 7-figure group practice owner, and business coach for Canadian therapy practice owners. With 25 years in practice and a seven-figure group practice of her own, she created the Sustainable Practice Framework™ to help practice leaders scale with purpose, profit, people, and process intact.

  5. Sep 1

    48 | Leadership decision-making for therapy practice owners

    The difference between a practice owner and a CEO isn't what she knows. It's how she decides. And most of the weight you're carrying right now belongs to decisions you could undo next week. You were trained to decide under pressure, with almost no information and very little time. A lot of us started in crisis work — I spent my early career in victim services, on call with the RCMP and we got very, very good at it. That skill is now the instrument you reach for on a Tuesday afternoon when nothing is on fire. Before any of the deliberation starts, there's one question: if this goes wrong, can I undo it? Some decisions are a two-way door — you try the thing, and if it doesn't hold, you walk back through next week. A five-year lease is a one-way door. Most of us treat every decision like a one-way door. What's coveredWhy crisis training is a real skill and the wrong instrument for a decision that has no emergency in itThe three ways we avoid deciding — by avoidance, by volume, and by should — and why the third is hardest to catch, because it looks like conscientiousnessThe question that sorts the decision before you spend anything on it: if this goes wrong, can I undo it?Why weeks of deliberation over a reversible decision buys nothing it was meant to buyWhat earned slowness looks like, and the short list of decisions that have actually earned itWhy the discomfort of an irreversible decision doesn't resolve with experience — after 17 years it's still there, and capacity is what grows insteadRunning one experiment at a time, and why more than one makes the result unreadable Timestamps: 00:01 The difference between a practice owner and a CEO is how she decides 02:22 Crisis training — where the reflex came from, and what it's costing you 04:47 Three ways we avoid deciding: avoidance, volume, and "should" 07:13 The one question, and the two-way door 09:27 Earned slowness — and being radically honest about which decisions have earned it 11:54 The discomfort doesn't go away. Your capacity grows. 13:49 Running experiments: setting your measures, one at a time 16:04 Reflection — which open decision is costing you most Want to know what's actually capping your growth? The Practice Growth Ceiling Diagnostic — seven questions, a few minutes, and it names what is actually capping growth. https://www.ceciliamannella.com/diagnostic Together in Practice is a therapist leadership summit, co-hosted by Cecilia. Day one covers leading your practice — the business side. Day two covers developing the leader: who you want to be and how you show up. Details and registration at togetherinpractice.ca Work with Cecilia (1:1 business coaching and The Practice CEO Circle) - https://www.ceciliamannella.com Connect with Cecilia on LinkedIn - https://www.linkedin.com/in/cecilia-mannella/ Cecilia Mannella, RSW, RCC is a registered clinical counsellor, 7-figure group practice owner, and business coach for Canadian therapy practice owners. With 25 years in practice and a seven-figure group practice of her own, she created the Sustainable Practice Framework™ to help practice leaders scale with purpose, profit, people, and process intact. Mentioned in this episode: Together in Practice: A Leadership Summit for Therapists Join me and my co-host Stephanie Davis for the first national virtual summit for therapy and wellness practice owners who are serious about the business and leadership of their practice. Two days, October 17 and 18, 2026. All Canadian speakers and live Q&A in every session. Day 1 covers the business of running your practice, for every practice owner. Day 2 goes deep on scaling to group practice and leading a team. Early bird pricing is open now. Register here: https://www.togetherinpractice.ca/

  6. Aug 25

    47 | Leadership mindset: why leading a session is easier than leading yourself

    Most practice owners are told they need to work on their leadership. Almost none are told they already have it. You lead a container every fifty minutes. You keep the time, guide the process, assess as you go, read what nobody says out loud. That is leadership — it simply has a client at the centre. What you have never built is the same container with you in the middle, and that is why the judgment you trust completely in the room deserts you the moment the decision is commercial. This episode is about what comes before any of it: going first and going often, staying curious past the point of comfort, treating a failure as data rather than a verdict. And the transfer of scope of practice — you say "that's outside what I know" in the clinical room without a flicker of shame, and never about the business. What's covered· Why leading a session is already leadership — and why it doesn't transfer on its own, because the container has a client at the centre rather than you. · Where the mistrust of your own business judgment was built: an education system that rewarded conformity and made belonging conditional on it. · Over-researching a decision is not caution. It is a grown-up version of waiting for someone else to go first. · Going first is a habit rather than a temperament — and the first few years of it come with no evidence it will work. · Failure as feedback: the difference between an idea that didn't work and an idea whose timing was wrong. · Scope of practice, transferred. You already say "that's outside what I know" in the clinical room without shame. The business version is the same sentence. Timestamps00:01 — Where this sits in the four-part leadership series 01:31 — What school rewarded, and what it cost 03:42 — You already lead — every fifty minutes, with a client at the centre 05:52 — Why self-leadership feels like improvising without a framework 07:34 — Fitting in is not belonging, and comparison is how you check 09:18 — Over-researching as a grown-up version of following 11:27 — Go first and go often: the habit matters more than the first attempt 13:47 — Radical curiosity, and the assumptions you stopped testing 16:11 — Willing to fail, and fail often 18:36 — A business she closed, and what timing had to do with it 20:56 — Scope of practice, transferred out of the clinical room 22:46 — The reflection: where are you still waiting for someone else to go first? The Practice Growth Ceiling Diagnostic — seven questions, a few minutes, and it names what is actually capping growth. https://www.ceciliamannella.com/diagnostic Together in Practice is a therapist leadership summit, co-hosted by Cecilia. Day one covers leading your practice — the business side. Day two covers developing the leader: who you want to be and how you show up. Details and registration at togetherinpractice.ca Work with Cecilia (1:1 business coaching and The Practice CEO Circle) - https://www.ceciliamannella.com Connect with Cecilia on LinkedIn - https://www.linkedin.com/in/cecilia-mannella/ Cecilia Mannella, RSW, RCC is a registered clinical counsellor, 7-figure group practice owner, and business coach for Canadian therapy practice owners. With 25 years in practice and a seven-figure group practice of her own, she created the Sustainable Practice Framework™ to help practice leaders scale with purpose, profit, people, and process intact. Mentioned in this episode: Together in Practice: A Leadership Summit for Therapists Join me and my co-host Stephanie Davis for the first national virtual summit for therapy and wellness practice owners who are serious about the business and leadership of their practice. Two days, October 17 and 18, 2026. All Canadian speakers and live Q&A in every session. Day 1 covers the business of running your practice, for every practice owner. Day 2 goes deep on scaling to group practice and leading a team. Early bird pricing is open now. Register here: https://www.togetherinpractice.ca/

  7. Aug 11

    46 | Therapy Is Leadership: Why the Definition You Inherited Never Fit

    The word leadership is about two hundred years old. The word underneath it — lead — is ancient, and it was never meant to command. It meant to guide. To go before someone. To set them on their way. Which means you have been leading for thousands of hours and calling it something else. Leadership is a word most therapists flinch at. Not from modesty — from inheritance. The version we were handed was written in the 1840s, built around Victorian heroes and a great man at the top, and co-opted along the way. No wonder it feels like a costume. But lead is far older than that, and it belongs to a different family of words entirely. The ruling words — monarchy, hierarchy, patriarchy — are not its relatives. Lead meant to guide, to go before someone, to set them on their journey. Govern, at its root, means to steer a ship: to hold the wheel and read the stars. Which puts a different question in front of you. Not whether you could become a leader. Whether you will recognize the one you already are. What's covered: Why the word leadership is only about two centuries old — and why the word lead is not. The gap between the two is where the confusion lives. The Greek split that explains the discomfort. The guiding words and the ruling words are unrelated families. Lead was never in the ruling one. How Carlyle's 1840s lectures on heroes still shape what a leader is assumed to look like — singular, top-down, commanding, and almost always a man. What changes when the therapeutic hour is treated as the first leadership room rather than as the thing that happens before leadership starts. Why leadership is not about being nice or being liked. Saying the hard thing is the work, in the clinical room and in the business. Why refusing the word has a cost. Leaders take up space; declining the title is one way of making yourself smaller. Timestamps 00:00 — A four-part series, and why leadership provokes such strong reactions 02:24 — Words create reality: why the definition is the thing worth arguing about 03:47 — The word leadership is only about two hundred years old 04:40 — The Old English root: to guide, to go before, to cause someone to come with you 06:07 — Lodestar, and the journey buried in the word 06:31 — The Greek split: guiding words and ruling words 07:29 — Govern means to steer a ship — holding the wheel and reading the stars 08:29 — If the word never fit you, the definition was the problem 09:25 — Leadership in solo and associate practice, not only group practice 10:52 — Being a leader is not about being nice, or liked 12:16 — How the guide transfers from the therapy room into the business 13:14 — Leadership as identity and legacy rather than a task 15:08 — Carlyle, the Victorian heroes, and the water we still swim in 16:51 — Performing leadership versus embodying it 19:00 — Going first, not getting it right 20:37 — Leaders take up space 22:06 — Where are you already leading, and what have you been calling it? Together in Practice is a therapist leadership summit, co-hosted by Cecilia. Day one covers leading your practice — the business side. Day two covers developing the leader: who you want to be, and how you show up. Details and registration at togetherinpractice.ca The Practice Growth Edit is Cecilia's Thursday newsletter for practice leaders. Sign up at ceciliamannella.com Mentioned in this episode: Together in Practice: A Leadership Summit for Therapists Join me and my co-host Stephanie Davis for the first national virtual summit for therapy and wellness practice owners who are serious about the business and leadership of their practice. Two days, October 17 and 18, 2026. All Canadian speakers and live Q&A in every session. Day 1 covers the business of running your practice, for every practice owner. Day 2 goes deep on scaling to group practice and leading a team. Early bird pricing is open now. Register here: https://www.togetherinpractice.ca/

  8. Aug 4

    45 | Growing Revenue Will Not Fix a Leaky Practice with Emily McNamara

    Emily McNamara left a corporate finance career to build her own bookkeeping firm, then her world fell apart during a move overseas and a therapist put it back together. She rebuilt her entire business around one commitment: helping the people who help people get profitable. In this conversation, she names the number most practice owners get wrong from day one. Your billable rate is not your income, and for a solo practitioner the real figure lands closer to half. What follows is her five-step path from tracking to planning, and the case for fixing the leaks in your practice before you chase more revenue. Emily McNamara is the founder of Focal Point Bookkeepers, a bookkeeping and financial advisory firm serving therapists and helping professionals. Formally trained in finance and entrepreneurship, she worked as a corporate performance analyst before starting her firm and niched to therapists after her own experience in therapy changed her life. Her team pairs accurate books with advisory work that connects the numbers to the life the owner is building. She shares: Why your billable rate is not your income, and the rough rule every solo practitioner should brace forHer five steps to financial clarity: track the numbers, set the goals, find the gaps, make the plan, review and adjustWhy fixing structural leaks beats growing revenue, including what moving from 15 to 18 percent operating margin returns without a single new clientRevenue, cost of sales, gross profit, and operating margin, defined in practice-owner languageRevenue per employee, the metric that reveals whether growth is real or you are just busierBusiness return: the compensation owners deserve for carrying the risk, beyond a paychequeWhy a $600K practice and a $1M practice are two different businesses, and why margins dip before they climbHow data takes the emotional charge out of money decisions without turning you into a robot Chapters: (00:00) Intro (00:50) From Corporate Finance to Bookkeeping for Therapists (03:59) Money as a Story, Not a Spreadsheet (08:13) The Guilt Theme: Is It Okay to Want More? (09:49) The $150 an Hour Trap (12:07) Step One: Track Your Numbers and Buy Back Your Time (18:16) Steps Two and Three: Goals, Gaps, and Where to Focus (20:41) Fix the Leaks Before You Grow Revenue (23:59) What One Percent More Profit Actually Means (27:54) Revenue, Cost of Sales, and Gross Profit, Defined (30:17) Fixed Costs and Operating Margin (33:40) Revenue Per Employee: The Growth Trap Metric (38:06) Business Return: Getting Paid for the Risk (42:28) Steps Four and Five: The Plan and the Review (43:21) Rewiring the Relationship With Profit (46:24) Emily's Profitability Assessment Follow Emily: Website - https://www.focalpointbookkeepers.com/ Profitability Assessment - https://www.focalpointbookkeepers.com/profitability-assessment LinkedIn - https://www.linkedin.com/in/emily-a-mcnamara/ Purpose & Profit: The Sustainable Therapy Practice Podcast: Work with Cecilia (1:1 business coaching and The Practice CEO Circle) - https://www.ceciliamannella.comSave your seat at Together in Practice, the virtual therapist leadership summit, October 17 to 18 - https://togetherandpractice.caConnect with Cecilia on LinkedIn - https://www.linkedin.com/in/cecilia-mannella/ Cecilia Mannella, RSW, RCC is a registered clinical counsellor, group practice owner, and business coach for Canadian therapy practice owners. With 25 years in practice and a seven-figure group practice of her own, she created the Sustainable Practice Framework™ to help practice leaders scale with purpose, profit, people, and process intact. Mentioned in this episode: Together in Practice: A Leadership Summit for Therapists Join me and my co-host Stephanie Davis for the first national virtual summit for therapy and wellness practice owners who are serious about the business and leadership of their practice. Two days, October 17 and 18, 2026. All Canadian speakers and live Q&A in every session. Day 1 covers the business of running your practice, for every practice owner. Day 2 goes deep on scaling to group practice and leading a team. Early bird pricing is open now. Register here: https://www.togetherinpractice.ca/

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Purpose & Profit: The Sustainable Therapy Practice Podcast is for therapists who've built something real and are ready to lead it sustainably. Hosted by Cecilia Mannella, RCC, RSW — mental health practitioner, seven-figure group practice owner, and creator of the Sustainable Practice Framework™ — this podcast explores what it actually takes to build a profitable, sustainable therapy business without shrinking your leadership or losing yourself in the process. Each week, honest conversations about: - Ethical wealth and profit margins you can actually see and understand - Sustainable scaling and leadership evolution - The clinician-to-CEO identity shift — and what it costs to skip it - Team leadership, delegation, and building a practice that runs without you as the single point of failure - Building a practice that serves your clients — and your life Because burnout is not a business model. And purpose without profit isn't sustainable. If you're a therapy practice owner who's tired of being the most advanced person in the room, this is where that changes.

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