Seven years ago, I Am Boundless was a relatively modest nonprofit generating $25 million annually while serving about 800 people. Today, it stands as the largest private Ohio disability services provider, supporting more than 6,000 individuals and generating roughly $170 million in revenue. This transformation didn’t happen by chance — it was the result of a thoughtful and aggressive growth strategy, driven by both innovation and collaboration.
Headquartered in Worthington, I Am Boundless adopted a two-fold approach to expansion. On one hand, the organization organically grew its services — adding everything from primary care and psychiatry to ABA therapy, dentistry, and occupational support. On the other, it strategically acquired and merged with like-minded organizations, creating a network capable of delivering comprehensive, whole-person care across the state. The result? An organization not only deeply embedded in the community but also widely respected as a model for scalable, diversified care.
A Bold Vision for Integrated Services
Today, I Am Boundless delivers a full continuum of care for individuals with intellectual and developmental disabilities (IDD) and behavioral health needs. As an Ohio disability services provider, it goes beyond just offering treatment — it builds systems of support for both individuals and their families. From residential services to speech therapy, from psychiatric evaluations to community integration programs, I Am Boundless addresses nearly every aspect of care.
This commitment to integration is central to its identity. When the nonprofit seeks to merge with or acquire another organization, the goal isn’t to take over — it’s to unite and enhance. “When we look for organizations not like us, we look to bring everything [I Am Boundless] offers into that organization and everything that organization offers in I Am Boundless,” said Chief Strategy Officer Jennifer Riha in a recent interview. That philosophy guided the group’s 2023 merger with Koinonia, another Ohio-based organization, adding seven new locations and strengthening day services and residential options.
Building Infrastructure for Scale and Sustainability
Becoming the top Ohio disability services provider means thinking beyond clinical care. In 2024, I Am Boundless is making major investments in internal infrastructure, including a new electronic health record (EHR), financial platform, and data architecture. While some nonprofits may struggle to scale, Boundless is actively preparing for it — embracing tools and technologies that create long-term efficiency and adaptability.
Though the perfect one-size-fits-all EHR for such a diversified organization doesn’t exist, Riha explained that they’re taking a hybrid approach: selecting best-in-class systems for each service line and unifying them through a robust data warehouse. This architecture enables Boundless to track outcomes across services and identify surprising insights — such as reductions in hospital visits for youth enrolled in transition programs, even though that wasn’t a primary program goal.
This data-first mindset not only supports internal decision-making but also bolsters conversations with payers. In fact, Boundless is already exploring alternative payment models and shared savings opportunities with Medicaid managed care plans. As an innovative Ohio disability services provider, it’s increasingly seen as a reliable partner for value-based care initiatives.
A Forward-Looking Strategy Amid Workforce Challenges
Like many healthcare and human services organizations, I Am Boundless faces ongoing workforce challenges — a shrinking labor pool, demographic shifts, and rising demand for services. However, the organization has benefited from recent legislative investments in provider rates and wages, helping with recruitment and retention.
But Riha knows wages alone aren’t enough. Boundless is proactively thinking about the future of service delivery: how technology, natural supports, and creative workforce strategies can meet growing needs with fewer hands. As an Ohio disability services provider with a growing reach, it must continuously innovate to ensure sustainability.
This includes preparing for the next strategic plan with key priorities in mind — building cash reserves, leveraging organizational scale, and investing in resilience. Boundless recognizes that the path forward will demand flexibility, smart partnerships, and a deep understanding of what interventions make the biggest impact.
Leading the Charge for Whole-Person Care in Ohio
The story of I Am Boundless isn’t just one of financial growth — it’s one of mission-driven transformation. By bringing together organizations, expanding services, and investing in people and platforms, it has become the most diversified Ohio disability services provider in the state. More importantly, it’s positioned itself to lead on issues of access, integration, and innovation in care.
With a staff of 3,000, operations in seven locations, and continued interest from payers and policymakers alike, Boundless is proving that nonprofits can scale smartly and serve holistically. As Riha joins thought leaders on the “Delivering Whole-Person Autism Care Strategies” panel this July, it’s clear that Boundless isn’t just part of the conversation — it’s shaping it.
As the demand for behavioral health and IDD services continues to climb, organizations like I Am Boundless offer a roadmap for what’s possible. Its journey from a $25 million agency to a $170 million force shows what’s achievable when care, strategy, and community come together under one mission — and why its place as the leading Ohio disability services provider is well-earned.
