Mentorship Matters: Interview with a Therapist Who Built a 10-Therapist Clinic

Growing a small practice into a multi-therapist clinic requires more than clinical excellence — it needs leadership, processes, and a culture of mentorship. We interviewed Elena Santiago, founder of Flowwell Clinic, who scaled her private practice to a ten-therapist team in five years with a focus on mentorship and sustainable growth.

Background

Elena started as a solo therapist working evenings while teaching Pilates by day. Demand grew and she rented a shared suite, then moved to a dedicated space where she slowly added staff. Her guiding principle was simple: invest in people first.

Q: How did mentorship shape your growth?

Elena: “Mentorship was the first formal system I introduced. I didn’t just hire therapists to fill hours; I paired new hires with experienced clinicians for at least three months. That mentorship covered clinical skills, client communication, and how to manage a treatment day without burning out.”

“A supported therapist is a confident therapist — and confident therapists retain clients.”

Q: What systems were non-negotiable?

Elena: “Documentation standards, intake protocols, and a shared treatment note template were critical. When everyone documents consistently, continuity of care improves and clinicians can step in when someone is away. We also standardized our orientations: onboarding day, shadow shifts, and monthly case reviews.”

Hiring and culture

Elena hired for attitude and adaptability. Early in the clinic’s life, she prioritized candidates who were curious, communicative, and willing to learn. Trial periods with structured feedback loops replaced long, uncertain probationary phases.

Training and continuing education

Flowwell allocates a portion of revenue for staff education and hosts monthly in-house training. This investment aids retention — therapists who grow clinically are less likely to leave. Elena stresses cross-training: everyone learns front-desk basics and billing to appreciate operational constraints.

Financial model

Elena used a hybrid compensation model: base hourly pay plus commission for private bookings. She says it fosters responsibility without encouraging overbooking. Transparent revenue reporting and clear payout schedules reduced administrative headaches and built trust.

Maintaining quality at scale

Quality management included quarterly peer audits, client feedback loops, and an internal mentorship ladder (mentee → mentor → senior mentor). These ladders rewarded therapists who invested time in teaching and leadership.

Challenges and how they were overcome

Key challenges included balancing schedule flexibility with business predictability and preventing burnout. Solutions included roster caps, mandatory time-off policies, and an internal wellness fund for staff to access pro-bono sessions or professional support.

Advice for clinic founders

• Start simple: Build one replicable system at a time — hire, orientation, documentation.
• Invest in mentorship: New therapists need safe spaces to learn and fail forward.
• Design for retention: Offer CE, clear career paths, and flexible scheduling.

Final thoughts from Elena

“Scale doesn’t mean losing soul. If you keep compassion as a core value and design systems that support people — clients and staff — you’ll build something sustainable.”

Her closing advice for therapists dreaming of growth: create a mentorship plan before you hire your next person. It clarifies expectations and reduces onboarding friction.