In the competitive world of autism therapy clinics, achieving the ideal balance between clinical care and operational efficiency has been an elusive goal for many providers. However, JoyBridge Kids, a multidisciplinary autism therapy company based in Mount Juliet, Tennessee, has set its sights on what has often been called the Holy Grail of the industry — a seamless integration of high-quality clinical services and efficient, well-executed operations. By creating this “marriage,” JoyBridge Kids is reshaping the future of autism therapy clinics and setting the standard for what a successful, scalable autism therapy company should look like.
Founded in 2020 by Rogers Clayton, JoyBridge Kids was born from a desire to deliver exceptional care to children with autism, ensuring the highest quality therapies in a supportive and dynamic environment. In 2021, the company expanded its leadership team when Mike Cairnes, CEO and President, joined the company to help solidify its model and scale its operations. Under Cairnes’ leadership, the company has rapidly grown while maintaining a deep commitment to quality, precision, and innovation in both its clinical care and business practices.
Today, JoyBridge Kids boasts 12 locations across the Southeast U.S., with five clinics in the Nashville, Tennessee area, five in Savannah, Georgia, and two in Raleigh, North Carolina — the company’s newest locations. Their remarkable growth trajectory has been fueled by private equity investment, notably from Frontline Healthcare Partners, a Charleston, South Carolina-based lower-middle-market healthcare firm. This investment has provided the capital necessary for JoyBridge Kids to expand its reach, enhance its services, and develop a strong foundation to scale further.
The Magic of Operational Excellence
JoyBridge Kids’ rapid growth has been driven not just by its clinical excellence, but by a keen focus on operational efficiency. The company has cracked the code on integrating its clinical services with strong, structured operations that allow both sides to flourish. Each clinic is led by a clinic manager who ensures the smooth running of daily operations, including scheduling, coordination across specialties, and managing baseline HR functions. This operational oversight enables clinicians to do what they do best — deliver high-quality therapy to children with autism — without getting bogged down in the administrative and operational challenges that often come with rapid growth.
Cairnes explained that operational excellence is essential to allowing clinicians to focus on their primary mission: providing exceptional care. “If you can operate really well, it allows the clinicians to focus on what they really care about,” Cairnes said, and that philosophy is ingrained in every aspect of JoyBridge Kids’ business model. In every aspect of the company’s operations, from its scheduling systems to its employee structure, the goal is to ensure that each of its autism therapy clinics provides a smooth, focused environment for both clinicians and clients.
Moreover, JoyBridge Kids has invested heavily in technology to streamline operations. The company has implemented state-of-the-art scheduling software, which aids clinic managers in efficiently coordinating services and tracking clinic-level data. This technology has proven essential in the company’s ability to scale quickly without compromising quality. As Cairnes pointed out, the combination of solid operational practices and clinical excellence is a key factor in the company’s ability to grow at such an impressive rate.
Investing in Clinical Leadership
One of JoyBridge Kids’ most important contributions to the autism therapy clinics space is its commitment to developing and supporting its clinical leadership team. While many board-certified behavior analysts (BCBAs) are experts in their clinical field, they often lack the business acumen necessary to thrive in leadership roles. JoyBridge Kids recognized this gap early on and took steps to fill it by creating a specialized training program for its clinical directors.
Cairnes described the company’s clinical directors as entrepreneurs — highly skilled professionals in their clinical fields but who may not have had previous experience with business, finance, or leadership. JoyBridge Kids invested in training its clinical directors in critical areas such as reading profit-and-loss statements, developing leadership skills, and making informed business decisions.
This program has been one of the company’s greatest successes, according to Cairnes. “We have really worked hard in developing our clinical directors — everything from teaching them to read a P&L, basic leadership skills, and helping them build a framework for decision-making,” Cairnes said, calling the training program one of his company’s most significant accomplishments of 2024. The growth and development of JoyBridge Kids’ clinical directors has been remarkable. Cairnes noted, “I can’t tell you the exact moment it happened or the day, but I looked up and I just really admire our clinical directors and how far they’ve come and developed as leaders.”
Tackling Industry Challenges Head-On
The autism therapy clinics industry faces a number of challenges, including issues with scaling, resource allocation, and workforce shortages. Cairnes pointed out that many autism therapy clinics grow so quickly that they lose control over their operations, while smaller clinics often struggle with the capital and operational expertise necessary to realize their vision. JoyBridge Kids has found a way to avoid both pitfalls by maintaining a careful balance between clinical excellence and operational efficiency.
One of the unique challenges faced by clinical directors in the autism therapy clinics field is the sheer number of direct reports they often have to manage. Cairnes explained that in autism therapy clinics, it is not uncommon for clinical directors to oversee up to 40 direct reports — a daunting task without the proper support systems in place. Many autism therapy providers have no clear pathway for gradually promoting clinicians into leadership positions, which can exacerbate the learning curve and make it difficult for managers to succeed.
Despite these challenges, JoyBridge Kids has developed a robust system that enables its clinical directors to thrive. “The learning curve that they have gone through and their ability to step up has just been really awesome,” Cairnes said. This development of clinical leaders has been critical in the company’s ability to provide both high-quality services to its patients and sustainable, scalable operations.
Preparing for the Future: Supporting Graduates and Addressing the BCBA Shortage
Looking ahead, JoyBridge Kids is committed to addressing some of the biggest challenges in the autism therapy clinics field, including supporting patients as they transition out of therapy and addressing the growing shortage of qualified BCBAs. In 2025, the company plans to launch “Joyful Transitions,” a program designed to support children as they graduate from therapy and transition back into school. This in-home and in-school transition service will provide essential support for children who need extra help during this critical period, ensuring a smooth transition and continued success.
In addition to the Joyful Transitions program, JoyBridge Kids is doubling down on its graduate program for aspiring BCBAs. With the demand for certified behavior analysts far exceeding the capacity of the industry’s workforce, JoyBridge Kids has recognized that it can’t rely solely on external hiring to meet its staffing needs. Instead, the company is committed to “home-growing” its future BCBAs through its graduate program.
Currently, JoyBridge Kids has 40 graduate students enrolled in master’s-level classes seeking their BCBA certification. The company offers paid indirect hours, supervision, mentorship, and even tuition assistance to these students. Cairnes believes this investment in the development of future BCBAs is critical to ensuring that JoyBridge Kids has a steady supply of qualified professionals who are aligned with the company’s clinical philosophy.
The Behavior Analyst Certification Board (BACB) reported in October 2024 that it had certified 71,660 BCBAs and 187,034 RBTs, yet the demand for BCBAs continues to far outstrip supply. According to research from 2023, there were more than 65,000 unduplicated job postings for BCBAs, while the total number of certificants stood at just over 66,000. This disparity highlights the critical need for companies like JoyBridge Kids to invest in developing their own workforce to meet the growing demand for qualified professionals.
The Road Ahead: A Bright Future for JoyBridge Kids
JoyBridge Kids’ focus on operational excellence, clinical leadership development, and innovative programs positions the company as a trailblazer in the autism therapy clinics industry. With a clear vision for the future and a commitment to solving the sector’s biggest challenges, JoyBridge Kids is poised for continued success. As the company grows and evolves, it will undoubtedly remain a leader in the movement toward providing high-quality, accessible autism therapy to children and families across the United States.
By focusing on both the clinical and operational sides of its business, JoyBridge Kids is ensuring that the future of autism therapy clinics will be brighter, more efficient, and more supportive for both its patients and its clinicians.
