This is the second episode in our special series on mental health and Tech Transfer.
If you missed our first conversation with Jane Wainwright, I encourage you to go back and listen. It’s a candid look at why this topic matters and why it deserves real attention, not to be pushed to the side. Today, we’re continuing that discussion because the pressures inside tech transfer offices haven’t let up with constant policy shifts, funding uncertainty, tight deadlines, and the feeling of being stretched thinner every month.
We’re joined today by two researchers from Western Kentucky University who understand these challenges from both the academic and human sides. Dr. Daniel Boamah is an assistant professor in the Department of Social Work and a licensed clinical social worker. His research focuses on intellectual and developmental disabilities, child welfare, and addressing disparities affecting African-American males, immigrants, and refugees. He also serves as the clinical director at KYSTEP’s Multigroups and Survivors of Torture Recovery Center, where he works directly with individuals navigating trauma and long-term healing.
Dr. Kimberly Green is the department chair and an associate professor in Communication Sciences and Disorders at WKU. She’s a nationally certified speech-language pathologist with deep experience in cultural competence, interprofessional collaboration, and diversity and inclusion efforts. She also participated in the Association of Schools Advancing Health Professions’ 2023 Leadership Development Program, which prepares future leaders in health professions education.
Daniel and Kimberly have also partnered on an innovative project using virtual reality to increase awareness of implicit bias in child welfare decision-making, with work supported by multiple grants and recognition across Kentucky’s innovation ecosystem. They’ve been through the Tech Transfer process themselves, and they understand the emotional weight that comes with high-stakes, resource-limited environments. Today, we talk openly about where stress shows up in TTOs, how external pressures are affecting well-being, and what realistic, evidence-based support can look like for professionals who feel like they’re holding everything together without enough backup.
In This Episode:
[03:18] How culture inside small, specialized TTO teams can either support or hinder mental well-being.
[04:28] Daniel outlines how close-knit work environments amplify stress and compound personal and professional pressure.
[05:36] Kimberly describes the perfect storm created by rushed timelines, shrinking budgets, and pressure to deliver measurable results.
[06:31] We discuss the physical effects of burnout, including sleep disruption and declining overall health.
[07:55] Insights from their own commercialization journey, highlighting the emotional demands placed on TTO staff.
[09:01] The conversation turns to federal funding uncertainty and how proposed indirect cost caps are impacting morale and stability.
[10:22] The psychological ripple effect of budget cuts, including quiet quitting and fractured loyalty.
[11:48] We explore how external stressors, such as community trauma and world events, further intensify workplace pressure.
[13:06] Job insecurity and how fear, anxiety, and grief spread through close professional communities.
[14:13] The real impact of secondary trauma and emotional contagion within teams and families.
[15:42] Daniel shares evidence-based strategies for boundaries, coping skills, and building support networks.
[17:24] Kimberly highlights no-cost interventions such as affinity groups, behavior monitoring, and trust-centered communication.
[18:44] Concerns about EAP usage and strategies to reduce stigma through leadership transparency.
[20:02] Sustainable output requires building wellness into workflow rather than expecting staff to “power through.”
[21:08] The importance of peer support and external networking for small TTO teams.
[22:36] Leadership’s role is examined, including the need for proactive communication and meaningful involvement in problem-solving.
[23:54] Why authentic recognition and listening are central to preventing burnout and turnover.
[25:13] How harmful responses like “suck it up” undermine trust and accelerate burnout.
[26:51] Reframing resilience and grit, noting they cannot be achieved without recovery time and realistic expectations.
[28:18] Individual resilience from trauma-informed organizational change and why both matter.
[29:34] Practical steps for individuals to unplug, seek help, and be present during the holiday season.
[31:21] Workplace trauma is unpacked, revealing how fear, grief, and emotional contagion move through small, overstressed teams.
[34:40] Practical mental health strategies are offered, including monitoring physical cues, limiting constant availability, and normalizing unplugging.
[38:42] Kimberly emphasizes that meaningful improvements often come from trust, communication, and simple organizational shifts — not expensive programs.
[41:11] Stigma surrounding employee assistance programs is addressed, along with ways leaders can model openness to help others feel safe using resources.
[44:07] Taking time off becomes complicated when returning means facing a higher workload, reinforcing the need to rethink recovery time.
[47:00] Peer support expands outside the home institution, providing a new perspective and a healthier emotional balance for isolated teams.
[50:44] Red tape frustrations appear as a major pressure point, prompting a call for proactive collaboration rather than reactive crisis management.
[53:15] Leaders are encouraged to ask staff directly what they need instead of guessing from a distance.
[57:58] Resilience loses meaning when constant pressure leads to exhaustion rather than growth, and rest must be part of the equation.
[1:01:43] How system-level responsibility must match expectations placed on individuals to support mental well-being truly.
[1:05:24] Practical holiday-season reminders include being present, seeking help, and allowing yourself to unplug without guilt.
[1:08:46] The power of leadership modeling, transparency, and ongoing communication in rebuilding trust.
Resources:
Daniel Boamah, Ph.D., LCSW - Western Kentucky University
Daniel Boamah, Ph.D., MA, LCSW - LinkedIn
Kimberly J. Green, Ed.D., CCC-SLP - Western Kentucky University
Kimberly J. Green - LinkedIn
Development of a Multitenant Virtual Reality Platform for Increasing Awareness of Implicit Bias in Child Welfare Decision-Making A Public Health Crisis
Improving Mental Health Across IP and Tech Transfer with Jane Wainwright
Breaking the Silence on Mental Health in Technology Transfer with Megan Aanstoos, Anji Miller, and Ed Ergenzinger
