registered behavior technician

board certified behavior analyst

aba therapist

executive director

director of operations

ABA Centers of America

In my experience, this organization is extremely KPI-driven, with a strong emphasis on daily financial metrics and optics over employee well-being. Leadership and the corporate team often appeared disconnected from the realities faced by front-line and site leadership, and expectations frequently required personal sacrifice without regard for boundaries.

During my tenure, I experienced little to no work-life balance. I was regularly expected to meet last-minute deadlines that ran late into the night, sometimes remaining on site until 1–2 a.m. to address operational gaps across multiple departments. On one occasion, I was asked to return to the clinic late at night on my child’s birthday to post a check that had been delivered after I had already left, solely to meet a same-day financial reporting threshold. The amount was minimal, but the urgency placed on the metric outweighed consideration for personal circumstances.

I was also asked by executive leadership to cancel a previously approved international vacation during my first year of employment due to staffing pressures, despite the leave being authorized well in advance. Expectations were often framed as non-negotiable, and communication from senior leadership could feel dismissive or demeaning rather than collaborative or supportive.

Advocacy for staff and sustainability was not consistently encouraged. Raising concerns about workload intensity, staffing shortages, or ethical strain was often met with resistance rather than problem-solving. Employees were expected to remain compliant and resilient without sufficient support, which contributed to high stress and burnout.

The organization places strong emphasis on maintaining its public image and selectively solicits positive feedback, rather than addressing structural issues from the top down. Operational challenges, including limited resources and delayed reimbursements or approvals, added additional strain. While payroll was ultimately delivered, incentives or spot bonuses discussed were sometimes delayed or did not materialize.

From my experience, the overall mission presented publicly did not consistently align with day-to-day practice. This environment may suit individuals who prioritize financial performance metrics and are comfortable with constant urgency and limited boundaries. However, those who value respect, balance, psychological safety, and sustainable leadership should proceed with caution, as the emotional and mental toll can be significant. All said reflects my true experience.

That said, I am grateful for the relationships I built with several colleagues during my time here, and I value the professional growth and experience I gained. I will carry those lessons forward positively into my next venture.

The good things: I would like to recognize the clients, BCBAs, and RBTs (who are really the foundation of any ABA company) as they have been an absolute pleasure to work with. The BCBAs are provided with company laptops and work phones. 

The not-so-good things: The RBTs and BCBAs at this company are put through so many changes, in some cases are given no days off during the week (for multiple weeks in a row), asked to travel further distances than informed of at hire, and are not provided with a set schedule (even receiving schedule changes with as little as 1 hour's notice). Because the schedule changes so frequently, with little notice, and is rarely communicated, the BCBAs are unable to plan their schedules, and therefore are unable to support their RBTs with client care. The BCBAs are given unrealistic deadlines and a large number of their assigned cases are scheduled to occur at the same time. BCBAs are scolded for "not hitting their hours" when the reason they cannot hit their hours is due to the schedule assigned to them. 

The unacceptable things: The company provides preferential treatment to some clients over others due to insurance reimbursement rates (in many cases by canceling on other clients to provide this preferential treatment). The staff members were paid late on numerous occasions- once even asked to not deposit their checks until further notice. Direct deposit has been promised for months, and yet paper checks were still passed out month after month, for over 8 months of paper checks. Some paychecks bounced or were held by the bank for the company’s funds to clear. The salaried staff members are given a list of holidays/days off at hire but are later told by management they have to work those holidays. The staff are expected to “push through” while sick and go into client homes. They are also told to go provide services in homes while their client or their family members were sick (actually sick, not just a cold) and, in some cases, asked to enter homes where a resident had just tested positive with COVID-19. Management/executive directors are consistently bullying and guilting staff members into working, calling staff members “high highs” or “bottom feeders” (sometimes in public forums) to rank the staff member. 

The final straw: The company is discharging (low paying) clients for not meeting their full treatment plan hours, regardless of the family circumstances or needs, while retaining the (high paying) clients, regardless of their hours. 

The money isn’t worth the mental and emotional toll this company will take on you. 

A typical day at work: You check your iPad first thing in the morning to see if your job location/assignment has changed. If not, you would head to your session. There are staff meetings weekly, and sometimes BCBAs will host weekly meetings that are all mandatory. Sometimes you will have a full 8 hour workday, other times you are only at work for 2-3 hours. Drive time can range anywhere from 10 minutes to 2 hours. Training was very far away and very long. 

What you believed you’ve learned: The importance of keeping everything in writing and setting boundaries. Every workplace tries to get everything they can out of you, but this workplace especially ignores boundaries and schedules you anyways. This company also makes a lot of promises that it can’t keep regarding hours and pay. While the pay they offer is very competitive, you may not always receive the amount of pay they promised you. 

Management: Management is pleasant to work with but rarely can help you with what you need. It’s very difficult to know who to ask for and what because it’s constantly changing and there are so many managers that I can’t keep track of who is in charge of me. When I needed support during a session for a family emergency, I had to call 5 different people before I got an answer. You will often be forwarded between different managers for weeks before you get an answer to your question. 

Workplace culture: Very competitive. “High-highs” get preferential treatment, but this was explained to us during training so I expected it. Rules are made up on the spot and the handbook is very vague. Most interactions will take place via text or email, so there’s lots of room for misinterpretation. 

The hardest part of the job: Getting ahold of management, knowing what your expectations are, long drives, constantly reminding scheduling of your availability, but overall: communication. Tech issues are also very prevalent. I’ve had to stop session multiple times to troubleshoot issues with the company-provided iPads. It’s now an inside joke with my clients about how badly my iPad glitches. 

The most enjoyable part of the job: My clients and BCBAs. I work with some of the most sweet, compassionate individuals I have ever met. Special Ed is my passion, so even the hard days feel rewarding for me. If it weren’t for the relationships I’ve built with my clients, their families, and the BCBAs, I would have quit months ago. 

In this role, the typical day involves morning sessions or clinic hours, with session durations often lasting 3-4 hours. The drive time to 
 varies (15 minutes m- 2 hours), and while a gas stipend is provided, last-minute client coverage can disrupt personal plans. Additionally, high turnover leads to a constantly changing schedule, and the clinic environment shows favoritism among employees "high highs".

Despite working alongside management and new faces, the lack of acknowledgment can be disheartening. The pressure to constantly be available leads to mental and physical exhaustion, with little opportunity for a break. The expectation of constant work and the pressure to go part-time if unable to work consistently affect work-life balance and make it challenging to schedule days off.

The managers, despite their kindness, have limited control over scheduling, leading to challenges in maintaining work-life balance. The pressure to be available 24/7 and the need to request time off even for a day off can be discouraging. While there are instances of being given a day to rest, it may not be sufficient to maintain overall quality of life.

For individuals without many responsibilities, the job offers good hours and pay. However, for those with family and full-time commitments, the requirement to have a standby babysitter and odd work hours can be challenging. While the provided technology (iPads) aims to streamline the job, technical issues such as app crashes and password changes can be frustrating. The need to use personal phones to log in to apps, despite restrictions while working with clients, adds complexity to the job. We have the ability to submit IT tickets, and they are generally resolved promptly, despite occasional tedium. The job offers professional growth, especially for those new to ABA, with caring coworkers and BCBAs who are understanding and supportive. The opportunity to participate in events with coworkers and clients, as well as the welcoming client families, makes the job enjoyable and at times feels more like a fun time than work.

Despite the negatives, the positives balance them out, and efforts are made to improve the work environment. As a newer company, there are kinks to work out, but there's potential for improvement through feedback. While the job is mentally exhausting, significant improvements in work quality have been observed, emphasizing the need for better work-life balance.

A Typical Day at Work:
Stepping into the offices of ABA Centers, you're immediately submerged into a whirlwind. Days blur into nights, chasing billable hours, appeasing the "higher-ups", and sifting through a never-ending cascade of paperwork. Commutes stretch long and arduous, especially those treks between Massachusetts and New Hampshire.

What I Learned:
While I certainly honed my clinical skills, the greatest lessons were in navigating corporate minefields. The art of survival, understanding the whims of management, and recognizing the significance of insurance pay scales over genuine care became daily takeaways.

Management:
The soap opera-esque dramas of management eclipse any daytime TV show. The Florida transplants, with their startling pay packages and benefits, stand in stark contrast to the seasoned professionals who grind day in and out. There's a clear cloud of favoritism, and it isn’t based on merit.

Workplace Culture:
The dichotomy here is glaring. While some clinicians genuinely strive to make a difference, the overbearing weight of corporate priorities threatens to overshadow their dedication. A cloud of disparity, favoritism, and incessant demands often dampens the spirit.

The Hardest Part of the Job:
Beyond the tangible workload, it's the emotional and mental toll. Meeting ever-changing billable targets is draining, but what’s more challenging is the culture of appeasement. Clients with high-paying insurances often get a free pass on behavior, leaving staff to bear the brunt and just "deal with it."

The Most Enjoyable Part of the Job:
It's a beacon of hope amidst the chaos: the moments of breakthrough with clients. Though fleeting, these glimpses of progress and gratitude are the sole reminders of why many of us chose this field to begin with.

Overall:
While ABA Centers of America has the potential to be a cornerstone in behavioral health, it's currently more a house of cards. With misaligned priorities, stark pay disparities, and a crushing work culture, it demands more than it gives. One can only hope for a shift towards genuine care over corporate agendas.

Step into the world of ABA Centers of America, and it often feels eerily reminiscent of a scene from "Nightmare on Elm Street". Except here, Freddy Krueger is replaced by corporate policies and management decisions that haunt your daily routines.

The dreamlike promise of focusing on client welfare quickly gives way to the actual nightmare of quantity-driven goals. As a clinician, meetings with the Freddy-like higher-ups seem more focused on chasing elusive billing targets rather than the tangible progress of our clients. It's like being trapped in a bad dream where the essence of our job is constantly shifting away from our reach.

Journeys from Massachusetts to New Hampshire are akin to the disorienting, twisted alleyways of Elm Street, where the way home seems to stretch endlessly and the mileage compensation, much like safety in the horror classic, is just an illusion.

Witnessing the treatment disparity between families based on their payor status is as chilling as any horror story. The cold differentiation between "Super Payor" and "Scholarship" status feels as if some families are living in dreamland while others are trapped in a perpetual nightmare, driven to decisions that might not be in their best interest.

The work environment? Think of it as the boiler room where Freddy Krueger lurks. The fear of unexpected termination is omnipresent, and the sounds of praise are reserved for those who master the art of working long hours without necessarily being productive. It's a paradoxical nightmare where staying invisible and enduring the torment is the only way to survive another day.

In essence, while Elm Street had its residents waking up in cold sweats, ABA Centers of America often had its employees questioning the dream they were promised versus the reality they lived. Tread carefully, for sometimes the nightmares we face in the waking world can be far scarier than those in our dreams.

I've worked in other ABA companies to compare. I've been in the field 10+ years.   ABA centers of America has higher standards, expectations, quality training, and pay.  They are looking for high quality and responsible employees who expect to work. It is a Healthcare company and client focused.  Hours include evenings and weekends.  We know that coming into this field. We are  there for kiddos during non school hours. You must show up. Random and frequent cancellations are not acceptable here.   In my opinion,  this is what any quality company should expect of their employees.  With communication, they will work with you to pre plan Paid Time Off. (Most other ABA companies will not pay for time off). You will not immediately have a client.  Training and center hours are available for you to ensure a full 30 hour schedule.  Your client schedule will be filled within a couple months. If you are not hard working and available for clients hours that may change, do not apply to ABA anywhere.    Flexibility is a must in this field to accommodate for our clients.   If you are a QUALITY employee, you are recognized and rewarded. There is a sense of a larger connection with a family type work environment here. This is not available in most other ABA companies. Furthering education is always available and encouraged, as this creates a better quality employee. The company will compensate for MS degree.   They also offer an appropriate amount of gas pay which is included in your paycheck (Better gas compensation than other ABA companies) Room for advancement is above the norm with this rapidly growing and stable company. 

I was told so many different things in the interview process, in the training that all were incorrect I was told once I started actually working. I was told they would only place me with a family that I was a good fit for / had most experience with. When I was placed with my first family that had a severe teenager when this was my first ever RBT job and I had only ever had experience with toddlers and children under 5, I expressed concern that I wouldn’t be the most qualified for this client since I had zero RBT experience at this point and this client needed (in my opinion a 2:1), my concerns brought up were disregarded and I was seen only as someone going to a house in order to make money for the company even though I continually felt as though I was not getting enough support to fully meet this clients needs. They don’t care if your car breaks down, if it’s a snow storm and dangerous to drive if you don’t go you risk being fired. Management was stressful and all over the place, the “high high” culture was toxic and there was clear favorites. If you came to work and did your job it wasn’t good enough. Constantly told to stay longer than was included in the clients plan in order for company to bill extra time. Way too many RBTs not enough clients. Scheduling was an absolute nightmare, terrible work life balance they expect you to live breathe ABA , meetings held at 8:30/9pm at night, require you to drive over an hour to houses. Terrible place to work 

As a BCBA for almost three years and in the field for almost a decade, I ask any RBT or clinical member to look elsewhere. 

This company attempts to bill out of network prices ranging from 600-1000 for some “scholarship” clients while still paying RBTs barely $30. The way RBTs are treated as expendable and the caseloads currently in the Boston area do not offer full time hours unless you are able to work 7 days a week. 


BCBAs billables have increased almost 40 percent in the last year and a half but no day time clients are available to make these billables doable while working a 5 day work week. Staff are constantly changed on cases due to RBTs quitting because of previously mentioned issues. BCBAs are labeled difficult when they advocate for clinical and ethical needs due to our own code of ethics that need to be followed and the company has deemed not what makes them money. 


Finally, higher ups are told that cancelling is not an option and will expect staff to work through snowstorms, emergencies and all illness because billing is the priority not the client’s growth. 

There are SO many ABA companies out there offering the exact same things this company pretends to tote and will give you actual autonomy within your role. Please apply anywhere else! 

I was only an employee for 3 months before I left. The communication is nonexistent- I’ve been left on read when asked about my schedule, never was told when I would work, they never updated the schedule until hours before you’re supposed to work, they don’t listen to you when you ask for days off in advance and when you need a day off they write you up if you don’t come in. Management is a complete joke- the manager only care about MONEY and if you try to advocate for a kid you’re under investigation and up for termination, the managers don’t care about your personal life it’s either you show up when they put you down or you're either written up or they give all of your hours away to someone else leaving you with barely enough to make part-time or full-time hours, and the favoritism is insane, they put you with whatever kid they have even when you speak up about how uncomfortable you are working with them-you’ll get written up too if you speak up about that- the managers pin the employees against each other causing the work place to become hostile and toxic. Everyone in the place is constantly tired and over worked, and their turnover rate is insane. I feel bad for the kids but don’t work here if you truly value your mental health because the way they treat the children and their employees is unacceptable and very unprofessional. 

Top Job Titles	Average Salary
Registered behavior technician 20 salaries reported	$27.50 per hour
Board certified behavior analyst 12 salaries reported	$105,208 per year
Aba therapist 105 salaries reported	$29.04 per hour
Executive director 4 salaries reported	$165,000 per year
Director of operations 2 salaries reported	$75,000 per year

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