The frequency of evolving requirements and training protocols for clinicians is substantial, with modifications occurring approximately every one to two months, introducing new elements or discontinuing established practices. Throughout my tenure, the pressure on clinicians to achieve high performance metrics has significantly increased without a commensurate rise in compensation. Scheduled session durations have been extended from 50 minutes to 55 minutes, frequently allowing only one to two minutes for preparation between clients.
The company exhibits a disproportionately high number of non-income-producing, highly compensated employees in contrast to the low compensation provided to income-producing clinicians. Google sources estimate Two Chairs’ ratio to be between 20-30%, considerably exceeding the mental health industry standard of approximately 8-10%. The operational burden is consistently and heavily placed upon the clinicians, rather than assessing and implementing reductions in non-income-producing positions, or, at a minimum, ceasing the expansion of such roles within the organization.
Two Chairs functions primarily as a technology company seeking profitability within the mental health sector, rather than a mental health provider prioritizing clinical expertise. The organization has developed numerous platforms for data input that often bypass the consideration of the clinician's professional judgment. A substantial amount of work now involves checking boxes, completing mandatory trainings, and adhering to new, “improved,” or revised protocols, often without soliciting adequate clinical input before the implementation of these peripheral components. Furthermore, research findings are employed in a potentially biased manner to support existing initiatives, rather than through an impartial review encompassing all research outcomes.
