registered behavior technician

board certified behavior analyst

behavior technician

front desk coordinator

clinical director

Atlanta Autism Center

Ask supervisors/directors a question, get multiple different answers. Some consistently rude office management and some very overpaid supervisors/directors. Many people are overworked here, but a specific type of supervisor/director is consistently hired and this usually results in mass retention of staff issues. Owner is reluctant to fire problematic staff maybe for legal reasons, maybe because they do his dirty work/he doesn't like to be criticized or not be seen as anything but nice, maybe because he leaves to return to his homeland for a full month once a year leaving his staff to do whatever? Or maybe because he is under paying some of his staff and doesn't want to pay more to recruit new people, who knows? Most of the staff is super chill and they are willing to laugh and be kind to each other. We would buy each other food. Unfortunately, many of the staff are not trained well, but this is very dependent on position or policies changing without management communicating with everyone on staff. Also, due to multiple locations for doctors'/nurses' offices, front desk staff was at one point told where they were going to work two hours before work starts. This place was unnecessarily stressful and you can feel it everywhere on top of regular special needs kids issues. Staff constantly had issues with incorrect paychecks. Make sure you get your paycheck stubs, review them for accuracy, and save them. If you look around on their computers, you might find way too much information about staff such as disciplinary files, paycheck information, etc., but this may be good if you want to know what others are getting paid. Make sure if you make an agreement with the owner/other management, get it in writing/on a signed contract and keep the contract. Chances are, you won't get an updated contract and the agreement won't be honored after the management leaves or it's inconvenient for the owner/management to honor it. If you have been promised a change/work benefit and the change has not come quick enough for you/based on a stated timeline, or management is begging you to do something for them that they should not ask you to do Run fast! They will only get worse, fast. 

A typical day could feel unpredictable due to inconsistent scheduling and last-minute changes. Caseloads for supervisors were often heavy, sometimes involving oversight of 25–30+ RBTs in a single month. While the direct work with clients was meaningful and rewarding, the focus from management often seemed to be on numbers and billing targets rather than clinical quality.

The RBT team was dedicated and great to work alongside, but their pay and scheduling support did not reflect the amount of extra time expected of them outside of direct sessions. Scheduling expectations also created pressure at times for RBTs to continue sessions even when not feeling well, which raised concerns about staff well-being and client safety. Billable hour requirements were high, and “unlimited PTO” was misleading since supervisors were expected to make up any time missed.

Promotions and recognition did not always feel transparent, which created a sense of favoritism. Some individuals were hired with limited experience compared to what was outlined in job descriptions, and opportunities for promotion were not always posted for everyone to apply. Raises for BCBAs were limited to the sliding scale tied directly to billables, with no performance reviews or annual adjustments, which made growth opportunities feel restricted.

Communication from leadership could come across as unprofessional at times, including public remarks about staff. When concerns about clinical practices or workplace procedures were raised, follow-up often felt inconsistent or dismissive, leaving some employees feeling unsupported. HR did not always seem to document or act on issues effectively.

Benefits were minimal compared to similar companies, with no retirement plan available despite employee interest. Advertised services such as speech, OT, or feeding were not always consistently available, and marketing sometimes appeared more polished than what was actually offered in practice. Staff were encouraged at one point to post positive reviews, which may make online ratings feel less reliable.

Overall, while the work with clients was rewarding, the workplace culture often felt reactive rather than supportive, and long-term sustainability was a major concern.

Atlanta Autism Center places productivity over people. BCBA compensation is tiered and heavily dependent on maintaining high billable hours. While “unlimited PTO” is advertised, time off is offset by a daily billable credit that is often insufficient, meaning vacations can lower a BCBA’s quarterly average and ultimately impact pay.

The workplace culture is challenging. Although the company promotes a “family” atmosphere, leadership—particularly the Clinical Director—is largely disconnected from staff.  Expectations are frequently communicated from the office or once a month during in-person meetings with limited presence on the floor or meaningful engagement with staff to understand clinical realities.

The company does offer reimbursement for state licensure; however, this benefit comes with a required additional year commitment, which diminishes its value. 

While remote days are available for BCBAs, the structure makes it difficult to provide high-quality supervision, which can negatively affect RBT support. Non-billable responsibilities, such as monthly pod meetings, are routinely required outside of office hours  and often affect work-life balance. 

Maternity leave is extremely limited. This organization is not conducive of parents or those planning to start a family.

For BCBAs seeking mentorship, professional development, and long-term growth, AAC may not be a good fit. Clinical rounds were frequently canceled with little notice, and opportunities for advancement were minimal. Although leadership has discussed creating Lead BCBA roles, the position appears more focused on administrative support for the Clinical Director rather than meaningful leadership development or skill growth. Overall, prospective BCBAs should be aware that the workload, compensation structure, and organizational systems may negatively impact work–life balance, supervision quality, and financial stability. 

This company can be nice to start your RBT career, however finding support from your OM is very hit or miss. Often times they have no coverage when they say they do which makes it harder for work/ life balance. Most of the Bcba here do work to help you, however that’s where the support ends. Directors and management are very self righteous and play favorites. It can be obvious when certain people go against policy with no repercussions, but they target a set group of people for little things which affects morale negatively. Loganville is notorious for being deaf to recommendations and instead choose to make examples out of people and hold them back for 90 days with infractions from situations they were either never trained to handle or they decide to be authoritative to one person and slam them with write ups to try and “set the standard”. 
Lastly, Loganville is a new center but from an old building that floods almost each month from either the room or the septic tank, which always get in the hallways and completely derails the environment. Its crawling with bugs and management holds the RBTs accountable for cleaning daily via their “chores” when majority of the necessary tasks require janitors with proper cleaning supplies, not half/half lysol and water with paper towels which is all they have. 

Every day was a mystery in what was going to occur. From last-minute staff call-outs to client call-outs to sending clients home due to sickness or having to call clients out due to being short-staffed. A lot of stress on the leadership within the building (operational managers, CD). Having staff consistently come in and voice their concerns- when leadership attempts to address the issue nothing gets done (staff would follow protocol for 1-2 days then slip up again and/or leadership in the building would let leadership outside the building know and nothing would be done.) The hardest part of the job was dealing with nothing being done about the concerns within the building (e.g. asking for a cleaning service to come deep clean once a month- instead leadership wants to "offer" Saturday hours to have staff come in and deep clean at a lower rate because cleaning services are "too expensive"- but we are constantly having to send clients home due to sickness and/or staff are calling out due to being sick). The most enjoyable part of the job was working with the staff and clients, seeing clients grow and seeing staff begin to understand the concepts.

First of all, they asked employees to leave a review in exchange for a 25 dollar gift card so the responses on here aren’t at all a good representation of the environment. The BCBA never did supervisors (would walk around occasionally to make recommendations then take it back next time around) & clients had the same programs for months with no changes being made. Very unprofessional environment & disorganized to the max. Extremely high turnover & the process of leveling up isn’t as simple as it’s made out to be. I honestly feel bad for the kids that have been at this center because they could have progressed so much more at a time where it’s most critical. Unless you’re the type of person that’s just okay going with what you’re told no matter & being mistreated this is not the place to work. The only positives from working at this center were my coworkers & the OM actually trying to make the horrible environment better. Everyone else did not care & made so many changes to save money that only harmed employees. Truly put a bad taste in being an RBT. 

I had a very positive overall experience with this company, and there were no significant aspects that I found concerning or unfavorable. From my perspective, the organization demonstrates strong professionalism, clear communication, and a well-structured approach to its operations. Throughout my interaction with the company, I felt that expectations were clearly communicated, and the team members I engaged with were respectful, supportive, and collaborative. The work environment appears to prioritize both quality of service and employee engagement, which contributed to a positive impression. I also appreciated the consistency in processes and the level of organization maintained across different areas. While every workplace naturally has room for growth and development, I did not encounter any specific issues that stood out as negative during my time observing or working with the company. Overall, I would describe my experience as highly positive and professional, and I value the opportunity I had to be connected with the organization.

What is the best part of working at the company?
The best part of working at this company is the time with the kids. They make the job fun and give me another reason to work hard.

What is the most stressful part about working at the company?
This is a newer company so they were not communicating as well as they could have at 1st. The other employees have great communication skills which is needed to succeed. You will need to reach out to the higher ups for communicating with them your needs.

What is the work environment and culture like at the company?
The work environment is very structured and the kids come 1st at this company. It's best to try to have a work life balance and stay on schedule. Coworkers are friendly and care about you.

What is a typical day like for you at the company?
I usually get to work 10 minutes early to grab my tablet, walkie, andthe client's bag. Then I get my client and try to stick to their schedule. 20 minutes before I leave I work on my chores. Then take my client to their parent.

I came from a clinic that was a lot smaller, and I had 3-4 kids I worked with every day. At this clinic, they have over 50 kids, but I got drained from being paired up with random clients every day, and since I wasn't their primary therapist, I was instructed by the BCBAs to not run any programming, just pair. I was technically a floater when other therapists were out, and I felt like a babysitter and wasn't learning anything, and didn't feel productive at all. I am used to a routine and a set bunch of kids I work with, but it didn't look like I was getting that anytime soon. But if you're okay with working with random kids every day, your schedule changing every hour, then go for it. Not a bad company to work for, I just don't think it was the right match for me I'm used to structure and thrive in it...this clinic is too loosely "laid back" for my liking. The other RBTs are cool though!

Working at the Atlanta Autism Center in Covington has been an incredibly fulfilling experience. The team here is not only professional and skilled but also genuinely passionate about making a difference in the lives of children with autism. The collaborative environment fosters growth and learning, allowing us to provide the best possible care and support to our clients.

The leadership is supportive and always open to new ideas, ensuring that we have the resources and training needed to excel in our roles. The center’s commitment to individualized care and innovative therapies makes it a standout place to work.

I am proud to be part of such a dedicated and compassionate team, and I highly recommend the Atlanta Autism Center to anyone looking for a meaningful career in autism therapy. It’s a place where you can truly make a positive impact every day.

Top Job Titles	Average Salary
Registered behavior technician 30 salaries reported	$25.40 per hour
Board certified behavior analyst 13 salaries reported	$104,923 per year
Behavior technician 7 salaries reported	$23.93 per hour
Front desk coordinator 4 salaries reported	$17.50 per hour
Clinical director 2 salaries reported	$117,500 per year

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