Business Description
Three distinct referral pipelines feed this practice without advertising. Primary care physicians, school districts, and the county court system each route patients through established intake processes. Those channels have operated continuously since the practice opened in 1988 and transfer with the sale. The practice does not depend on any single referral source, and no marketing budget supports patient acquisition.

Revenue of $631,082 comes from individual, family, and group therapy delivered to patients across all age groups. Insurance billing runs through active payer contracts already in place. Patients return for ongoing care rather than single visits, which produces predictable scheduling and stable billing cycles. SDE of $471,743 on that revenue base.

One full-time employee supports operations alongside clinical staff. The practice leases space in a professional office complex. Intake, scheduling, and billing follow defined systems that do not require the seller's involvement to function. The operational structure is documented and in active daily use.

Business History
The practice opened in Stark County in 1988 and has operated without interruption since. Service offerings expanded over the decades to include individual, family, and group therapy across all age groups. Credentialing with insurance payers accumulated over that same period and remains active. The practice navigated multiple economic cycles and successive changes in Ohio healthcare regulation without a break in service or a loss of institutional referral relationships.

Potential Growth and Expansion
Psychiatric medication management is not offered. Adding one prescribing provider creates a new revenue stream within the existing patient base and increases clinical scope without building a new referral network.

Group therapy sessions generate higher revenue per clinician hour than individual sessions. Expanding group programming increases revenue per hour worked without adding headcount.
The practice has not conducted structured outreach to its existing institutional referral sources. A direct outreach program to school counselors and primary care offices increases referral volume through channels already producing patients.

Credentialing with additional insurance payers expands the eligible patient population. No new physical infrastructure is required to add payer contracts.

Competitive Overview
Provider supply in Stark County falls short of mental health service demand. Ohio ranks among states with the widest gap between licensed mental health providers and population need. Hospital-employed clinician groups and community mental health centers operate in the same county but serve different patient segments under different reimbursement structures. Those competitors carry higher administrative overhead and operate under institutional clinical protocols that independent practices are not subject to.

Hospital systems across Ohio have acquired independent medical practices at an accelerating rate over the past decade. An independent practice with 35 years of active operation and established court, school, and physician referral relationships holds a market position that requires decades to build. A new entrant to Stark County cannot replicate that position in the near term.


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