No care for employees: Staff are treated as disposable. There’s no real investment in professional development, emotional well-being, or retention. Communication is poor, guidance is minimal, and support is non-existent.
Unqualified executive leadership: Since the company rebranded from ABA+ to Inspira Behavior, it has been led by a CEO with no background in Applied Behavior Analysis. The CEO's experience lies in kidney dialysis, not behavioral healthcare, leading to disconnected and inappropriate directives.
Regional directors lack ABA knowledge and provide no real support: (Stockton). Those in leadership roles—including regional directors—frequently lack the clinical expertise needed to lead in this field. Instead of offering mentorship or guidance, they often delegate, deflect, or disappear.
Ghosting culture: Employees are regularly ignored when seeking clarity on schedules, cases, or caseload status. You’re often left to chase down your own hours, or figure out assignments on your own.
Gaslighting around payroll and schedules: Legitimate concerns about missed pay, incorrect deductions, or unexplained schedule changes are routinely dismissed. Staff are often made to feel confused or blamed for system errors—further eroding trust.
No accountability: Problems go unresolved, emails unanswered, and issues are buried instead of addressed. Leadership rarely takes responsibility or follows through on commitments.
Families go without services for months: Clients may be approved for services but go 6 months or more without any direct support. Leadership continues to promise services that can’t be staffed.
High burnout and turnover: Talented clinicians and behavior therapists leave regularly due to overwork, lack of support, and toxic culture. Those who stay are expected to carry increasingly unsustainable workloads.
Toxic and retaliatory environment: Employees who advocate for ethical standards, client needs, or even basic organization are often pushed out or ignored. Feedback is not welcomed—it's penalized.
