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Rachel speaks with Joanne Frederick, founder and CEO of Government Market Strategies, about something most clinicians never see but feel every single day — the procurement decisions, ownership structures, and administrative design choices that determine who gets credentialed, who gets paid, and who gets left out.
Joanne has spent more than 30 years on the inside of the largest government healthcare programs in the country — Medicare, Medicaid, TRICARE, and Veterans Health — helping clients win contracts in excess of 25 billion dollars and watching the same patterns play out across every system she has worked in. Her perspective on the CAQH rebrand to DataSpring is not that of a worried clinician. It is that of someone who has seen this move before and knows exactly what it means when the entity governing a shared infrastructure becomes owned by the people who benefit most from controlling it.
The conversation covers the structural conflict of interest created by insurer ownership of the credentialing backbone, why credentialing delays are a revenue problem and a patient access problem as much as an administrative one, and what it would actually take to fix a system that Joanne argues was never designed to serve everyone equitably. She walks Rachel through the TRICARE reforms happening in 2026 and what they reveal about how large government healthcare programs modernize — and don't. And she ends with a call to action that is both practical and urgent: find the people with the courage to say this doesn't make sense anymore, and support them, because they are going to need all the help they can get.
This episode also includes a brief ad read for the Foundations of Trauma Therapy course at the Trauma Specialist Training Institute — an eight-week live remote training starting October 20th. Early bird pricing is available through October 6th. Group rates for teams of five or more are available by emailing [email protected] and mentioning the podcast.
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Music by Zach Harrison
Rachel speaks with Marcus Schmit, Executive Director of NAMI Minnesota, about what is actually happening on the ground as federal Medicaid funding cuts ripple through the mental health system — and why, despite everything, pessimism is not a strategy.
NAMI Minnesota has been a statewide leader in mental health advocacy, education, and peer support for decades. Marcus stepped into the Executive Director role as his state was navigating an extraordinary convergence of collective trauma — the pandemic, the murder of George Floyd, a school shooting, the assassination of a state legislator, and the sweeping immigration enforcement of Operation Metro Surge. The result was a 4,000 percent increase in NAMI Minnesota's social media engagement and helpline calls through the roof. What that moment revealed about the need for mental health information and community connection is now reshaping how NAMI Minnesota thinks about its work.
The conversation also digs into the policy crisis facing community mental health providers. The federal Medicaid funding freeze that stopped payments in their tracks is not a future threat — it is already affecting providers across Minnesota and the country. Marcus walks Rachel through what that means for the clinicians, crisis services, and peer support programs that depend on Medicaid reimbursement, and why peer support in particular — one of the most cost-effective tools in mental health care — is often the first thing cut when budgets tighten. He also shares what he believes the path forward looks like: a community-wide response to collective need, with employers, funders, sports teams, and neighbors stepping up together.
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Music by Zach Harrison
Rachel speaks with Sara Bradley, Executive Director of York Day Early Learning in York, Pennsylvania, about a problem most people in the mental health field have never thought about — and that affects millions of the patients they see every day.
The American child care system was built around a standard workday. For the nearly 20 percent of workers who work nonstandard hours — overnight shift workers, first responders, healthcare workers, contract workers, and others — that system simply does not work. York Day is one of the very few organizations in the country trying to change that. Founded more than 90 years ago, York Day has spent the last six months piloting a 24-hour early learning program that meets families where they actually are rather than where the system assumed they would be.
Sara walks Rachel through what building that program has actually looked like — the surveys, the pivots, the assumptions that turned out to be wrong, and the ones that turned out to be right. What started as an attempt to run a clean second shift became a fully fluid 24-hour model because the community did not need a program with a clean start and stop — it needed one that could absorb the reality of shift work schedules. York Day is now 18 months into a pilot designed to produce a replicable blueprint that other organizations across the country can use.
The conversation also covers the behavioral health dimensions of child care access — the chronic stress, anxiety, and depression that parents experience when reliable care is unavailable, the six million children in the United States living with a parent with co-occurring substance use disorder and mental illness, and why for families in recovery, child care is not a peripheral issue but often a direct factor in whether a parent can sustain sobriety. For clinicians, the message is direct: the parents sitting across from you in your office are being shaped by forces that start well before they walk through your door.
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Music by Zach Harrison
Rachel speaks with Dr. Nick Jacobson, associate professor of biomedical data science, psychiatry, and computer science at Dartmouth's Geisel School of Medicine and director of the AIM HIGH Laboratory, about the first clinical trial of a fully generative AI therapy chatbot — and what the results actually show.
The access crisis in mental health care is the starting point for understanding why Dr. Jacobson's team built Therabot. In the most well-resourced mental health settings in the United States, there are approximately 35 providers per 100,000 people. In any given year, roughly one in three people will experience a mental health disorder. That means 35 people trying to treat 33,000 — and that is the best case scenario. In low-resource settings and rural areas, the numbers are worse. The result is wait lists that stretch for months, people seeking care at 2am with nowhere to turn, and millions of people who simply go without.
Therabot was built over six years by a team of more than 100 people, involving over 100,000 hours of human effort, to deliver evidence-based therapy in a clinically rigorous way. The trial, published in NEJM AI, found significant reductions in symptoms of depression, anxiety, and eating disorders — with effect sizes that mirror what you would see in the best evidence-based trials of human-delivered psychotherapy. Participants also formed a genuine therapeutic alliance with the software, a finding that surprised even the research team. Dr. Jacobson walks Rachel through what that means clinically, how Therabot differs from general-purpose AI tools like ChatGPT, and how the team continuously stress-tests the system to identify and eliminate harmful responses before they reach users.
The conversation also covers the policy landscape — specifically a New Hampshire bill that Dr. Jacobson testified against, which he argues would regulate the wrong targets entirely. The bill would impose burdensome review requirements on clinically validated AI tools while leaving general-purpose chatbots — which have no crisis protocols, no outcome tracking, and no accountability — completely untouched. He and Rachel discuss what thoughtful AI regulation in mental health should actually look like, and what clinicians and practice owners should be thinking about as these tools become more widely available.
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Music by Zach Harrison
Rachel speaks with Dr. Elizabeth Carr, a clinical psychologist and the founder and CEO of Kentlands Psychotherapy in Gaithersburg, Maryland. Elizabeth leads a team of 20 doctoral and master's-level clinicians and has spent over two decades building a community-focused, financially sustainable practice through some of the most disruptive periods in the history of mental health care. A former Navy psychologist and sought-after speaker on practice management, she recently published a piece on strategic positioning during industry upheaval that is the centerpiece of this conversation.
The mental health practice landscape is shifting in ways that are affecting practices at every size — but not all in the same direction. Elizabeth describes what she calls the barbell effect: solo practitioners, particularly those operating fully virtual, are being squeezed out by venture capital-backed platforms with enormous marketing budgets and SEO dominance, while large practices that over-expanded during the COVID telehealth boom are now sitting on overhead they cannot fill. Mid-sized, community-rooted practices that stayed nimble are finding themselves in a stronger position — but only if their leaders are paying attention to what's actually happening in the market and willing to respond. Elizabeth and Rachel dig into what that looks like in practice: how to read referral data, when to pivot your service offerings, what AI can and cannot replace in clinical work, and why hyperlocal, in-person, relationship-based care may be the most durable competitive advantage a practice owner has right now.
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