The Reason Your Clients Won’t Book With Anyone But You
You hired someone good. Genuinely good. Credentialed, warm, better than you were at that stage of your career.
And your clients still want you.
They’ll wait three weeks for your calendar instead of taking an opening next Tuesday. They’ll ask, politely, if there’s any chance something opens up. And you’ll feel the thing you’ve been trying not to feel since you started building a team: that you have made yourself the bottleneck, and being wanted is exactly what’s keeping you stuck.
This is the moment where most service businesses stall out. Not at the hiring. At the handoff.
The problem isn’t your team. It’s who the business is built around.
On this week’s episode of FoundHer Rising, Christine talks with Jodi Rouah, CEO and Clinical Director of Counselling & Co. in Oakville, Ontario, and founder of the Therapeutic Collective Oakville. Jodi’s practice has grown from a solo caseload she built on the side of agency work into a hybrid team of roughly a dozen clinicians, with a peak closer to twenty.
What makes her story useful isn’t the size. It’s that she built the whole thing on relationships, which is the exact quality that usually makes delegation hardest.
Jodi named the shift plainly:
“I learned I had to remove myself from the process and the conversation.”
Not from the business. From the conversation. The intake call, the “who should I see,” the first point of contact. Her client care coordinator stepped in, and together they built the language for how the practice, not the person, described what it offered.
That’s a small operational change with a large structural consequence. The business stopped being an extension of one practitioner and became something a client could choose on its own terms.
Four things that actually made the handoff work
1. Referral trust and client trust are two different assets
Jodi’s networking built deep credibility with other therapists, and when she moved into a leadership role, those referrers followed. They didn’t get stuck on the fact that she wasn’t the one delivering the service.
Clients were different. That’s worth sitting with. Professional trust transfers. Consumer trust often doesn’t. If your growth has been referral-driven, you may be further along with colleagues than you are with the people who actually book.
2. Someone else has to hold the front door
The handoff required a real person in a real role. Jodi’s client care coordinator, who has since grown into Director of Operations, became the face of intake. The point wasn’t automation. It was that the first human a client met was no longer the founder.
3. Onboarding is where the culture gets installed or lost
Jodi’s onboarding process begins a couple of months before a clinician’s start date. It’s not paperwork. It’s an invitation into a way of working.
She was direct about why that matters to her personally: she wants to be able to stand behind the work going out under her name. Having had eyes on people’s work through supervision and mentorship is what lets her say, publicly, this is our standard of care.
The personal touch didn’t survive by being protected. It survived by being documented.
4. Values-alignment is a hiring filter, not a hiring hope
Christine raised the old advice about being slow to hire and quick to fire, and pointed at the front half of it. The slow part.
Jodi’s team members came in already wired for the thing she cares about. Her client care coordinator was warm and connection-oriented before she was hired, not trained into it afterward. You can teach a process. You cannot really teach someone to care the way you care.
Put it to work this month
Pick one of these. Not all four.
Audit your intake. Read your own booking flow as a stranger would. How many times does your name appear before a client is offered an option? If the answer is “every time,” that’s your first fix.
Write down one thing only you do. Jodi named a version of this that lands hard: there were tasks she’d been doing that nobody knew she was doing. When she handed off the website, some things quietly stopped getting done, and her read on it was that the gap was hers, not her team’s. She hadn’t communicated it.
Most delegation failures are documentation failures wearing a costume.
Name your practice, not yourself. Get clear on who your business serves and what it offers, independent of who’s delivering. Clients can commit to that. They can’t commit to a calendar that’s already full.
The myth worth killing
Letting go of control does not mean blind faith.
Christine’s reframe in this episode is the most useful sentence in it:
Removing ourselves from the execution while maintaining our finger on the pulse of what’s happening.
Hiring someone and stepping fully back is one of the most reliable ways to set a new team member up to fail. Oversight isn’t micromanagement. Oversight is the job. You keep ownership of what happens in the business. You stop being the one who does it.
Communication channels and systems are what bridge that gap. Without them, you’re not delegating. You’re just hoping.
One more thing about mistakes
Jodi kept returning to something that doesn’t show up in most scaling advice: her team does its best work when people feel supported, connected, trusted, and mentored, and conversations about mistakes are part of that.
She said the quiet part out loud more than once. She hasn’t always handled the transition smoothly. There’s a messy middle, and she named it as a normal feature rather than a personal failure.
That’s not softness. A leader who can say “that one was on me” builds a team that surfaces problems early instead of hiding them. Which is, practically speaking, the only way oversight works at all.
Where this leaves you
You are not going to scale by being more available. You’ll scale by becoming less necessary to the transaction and more responsible for the standard.
That trade feels like loss right up until the moment it feels like freedom.
If you’re at the point where your calendar is the ceiling on your business, that’s the shift we work on at Hakkola Horizons. Book a Growth Clarity Call and let’s look at where you’re still standing in the middle of your own business.
Listen to the full conversation with Jodi Rouah on Episode 37 of FoundHer Rising.
Full Transcript
Christine Hakkola: Welcome to FoundHer Rising, the podcast for women founders in wellness, coaching, and consulting who are ready to build businesses that create freedom, impact, and income. I’m your host, Christine Hakkola, business coach, former psychotherapist, and mentor to women scaling service-based businesses.
Today I’m joined by Jodi Rouah, CEO and Clinical Director of Counselling & Co. and founder of the Therapeutic Collective Oakville, based in Oakville, Canada. She is a registered social worker, and her clinic offers individual, couple, and family therapy in addition to supervision for new therapists. Jodi, welcome to the show.
Jodi Rouah: I’m so glad to be here. My goodness.
Christine Hakkola: I’m stoked to have you. I’ll just name right off the bat, we have known each other I think for well over ten years and I haven’t seen you in almost that long, so I’m really, really excited for you to share your journey. I know even when I spoke with you last, you were already very successful and I know lots has transpired. But let’s start at the beginning. How’d you get started? What are you building?
Jodi Rouah: Yeah, it’s a good question. You know, how did I get started? It happened pretty organically, which I think is the story of a lot of group practice owners. And I wish I could say it’s because I had this really solid business plan. I did not, and I still don’t.
Christine Hakkola: You’d be the first to say that if that was the case. It’s not a journey I hear often.
Jodi Rouah: Yeah. I started a group practice because I feel like we were really never meant to do this work alone, especially in isolation. And private practice can, of course, be pretty isolating. Same way that healing rarely happens in isolation. When people have support, mentorship, communities wrapped around them, wonderful things happen.
And so I wanted to build what we’d probably call a counselling co-operative, a therapeutic village, so to speak. A place where therapists can bring their whole selves into the work. A place where supervision and mentorship really mattered, where clinicians felt supported. Really where both clinicians and clients feel like they aren’t navigating some of their hardest moments alone.
And the ripple effect, right? Well-supported clinicians would extend, my hope was, far beyond the therapy room and into family, schools, community. And I think we’ve been able to achieve that.
Christine Hakkola: It sounds like it. I’m excited to hear more. But before we do, just knowing you the way that I do and hearing that little snippet of what it is that you’re building and have built, I know that community, connection, relationships are super important to you and are threaded into everything that you build.
Say a little bit about your thinking at the beginning. Did you go straight into group practice? Did you have a private practice first? Why not agency work? What were you doing before, and what led you to deciding this is the path for me?
Jodi Rouah: So I did a lot of agency work. My background is in addiction, so I worked in addictions treatment, live-in and outpatient, for a couple of years before I went back to do my MSW. And then I also worked in the community once I graduated.
And I was always told that it takes about three to five years to build a business. And so I thought, I’m going to start now.
Christine Hakkola: So many people would hear that and go, oh, that’s so long. And you’re like, I better hurry up.
Jodi Rouah: Fair. And it’s really interesting seeing the way that private practice has shifted over the past couple of years. I was always taught that private practice really wasn’t an entry-to-practice job. And I was okay with that. So I really appreciated community-based work.
I grew so much in that time. It was amazing working with an interdisciplinary team. The learnings that came from that, clinically, were incredible. And I started building slowly a private practice on the side. And I would say it took a couple of years.
I always knew I probably was better off working for myself. I really struggle working within somebody else’s mandate.
Christine Hakkola: I completely relate. I felt a little bit restricted.
Speaking from my personal experience, as women, and for both of us as mothers, but even those who have other responsibilities, caretaking, folks who like to travel, all the other things we’re doing, it’s not usually just our career. It’s so hard to work for somebody else. And it’s often that freedom and that flexibility that we’re craving.
Jodi Rouah: Definitely. And it’s hard when you’re working in an agency to have that. And it’s understandable as to why. But yeah, I just wanted to do something a little different.
So it took a couple of years, I would say. And around the two-to-three-year mark, I really felt ready to let go of the agency work. It actually coincided with the time when I was pregnant with my first, so it felt like a natural ending, a transition time, and it worked out really well.
Christine Hakkola: Looking back as you transitioned from solo private practice and started to bring on your first clinicians, what were some of the turning points or choices that you made that in hindsight you can see really contributed to your success?
Jodi Rouah: The first contractor I hired, she actually approached me.
Christine Hakkola: I’ve heard that often. That’s how folks get started.
Jodi Rouah: “Can I come work for you?” And it felt like a compliment that somebody reached out and wanted to work with me. Prior to that, I had supported students a little bit and that was good. But it was also nice to have somebody with some experience.
And so we connected, and she joined the practice. And I’m scrambling to get contracts and do all the things, which happens when that growth happens more organically. It’s a bit more reactive, I think, than anything else. It worked out. Thank goodness she’s still with us today.
Christine Hakkola: Amazing. And how many clinicians do you have today?
Jodi Rouah: I should know this more than you. I think right now we have 12 or 13. We’ve just kind of hired. And I think that’s the ebbs and flows of group practice ownership. We just had somebody leave. We have two people coming on. And so I think we’re about 12 or 13 right now. And we have a hybrid model, so we have both employees and independent contractors.
Christine Hakkola: Awesome. And both digital and in person?
Jodi Rouah: Yeah. It started during the pandemic, so by nature we had some clinicians who were spread across Ontario, not necessarily in our home base in Oakville. And so they’re still virtual. And then once things transitioned out of the pandemic and into this desire to be in person, we moved to in-person work, which has been really great.
Christine Hakkola: Fantastic. Talk to us about some of your experience with marketing. One of the things I hear often, and I have a big umbrella of marketing, whether you have a love or a hate relationship with it. But specifically, I’ll narrow it down a little bit.
One of the things I hear often from practitioners, whether they’re therapists, wellness providers, coaches, is anytime we shift from being the primary service delivery person and we bring on contractors, we can bring on team in many different ways. Sometimes it’s administrative support. But sometimes, in your case, we’re bringing on people to actually deliver the service.
And many folks share with me that they didn’t realize that they were going to have to market differently. They thought that the things they were doing to fill their own one-on-one practice would be the same things that they did to fill a clinician’s practice. And now here you are with 12 clinicians, and I imagine there’s been a really big learning curve there in terms of what worked, what didn’t work, what you’ve had to pivot and do differently. Can you say a little bit about that part?
Jodi Rouah: Yeah. I think one of the things that I did really well is I’m pretty good at networking. And that’s always been one of my gifts. I like talking to people. I like reaching out to people.
And that always worked really well for me in terms of building a bit of a community for myself. And with time, I always appreciated the people that gave me their time when I was first starting. And a lot of people did. And that was really important to me and helped me learn the ropes and grow myself.
And when somebody first shared with me this concept of networking, I got a little bit hung up on marketing. It sounds a little nebulous.
Christine Hakkola: Very much.
Jodi Rouah: But it was a really pivotal way that I marketed myself. And so when it came time to shift, I think I had built some trust in the community and with other therapists who perhaps believed in my clinical practice, or in me shifting into a leadership role. And other therapists were willing to refer and didn’t necessarily get stuck on the fact that it wasn’t necessarily me providing the service.
Clients were a little bit different.
Christine Hakkola: How difficult was it to, I don’t love this word, but I hear people use it, convince clients to see your other associates instead of you?
Jodi Rouah: I learned I had to remove myself from the process and the conversation. Having a really wonderful admin team, at the time probably more like our client care coordinator, she’s evolved into our Director of Operations. But having her step in, and we crafted some language together that felt like how we wanted to share what we were offering as more of a group practice. And that seemed to actually go fairly well.
Christine Hakkola: Yeah, maybe surprising to you, not surprising to me. What I often see works well is exactly what you said. Removing yourself as the primary face and the primary contact person, and then getting clear about who your clinic is. Again, not to get too much into the lingo, but creating a brand around your clinic so that you’re clear about who you serve and what you offer. And then it’s less about the individual therapist folks are connecting with and more about what it is that what you’ve built is offering.
Jodi Rouah: Yeah, absolutely. And that was a bit of a learning curve for me. But sure, you just summed it up so beautifully. I didn’t quite know that exactly at the time. Now I know that, and it makes a lot of sense.
And I still really appreciate the networking as a part of our marketing. That being said, obviously we live in a very digital world. So we’ve had to figure out websites and SEO and all the things. We haven’t actually ventured into Google Ads. We’ve done the majority of our work in terms of marketing through other avenues. And we’ve luckily been pretty successful.
Christine Hakkola: Clearly. That’s fantastic. I love it. I get a sense of your way of approaching things, of really being open to figuring it out and trying different things.
Speaking of that, I want to get to what it is that you’re doing now and what your plans are for the future. But before we go there, tell us a little bit more of some of the things that you learned along the way. Things that were either unexpected or challenging in a way that really challenged your growth edge. Whether it was to do with bringing on so many clinicians, growing your team, how that looked on the back end administratively, or even putting systems in place in your business.
Jodi Rouah: My goodness.
Christine Hakkola: It’s a big question, I know.
Jodi Rouah: Well, there’s been a lot of really wonderful moments, but there have been a lot of moments of growth. And I think some people talk about this being like a sweet spot in terms of number of clinicians. At some points we’ve been a team of as many as maybe 18 to 20. Now we’re back down to about 12 to 13. And that feels like a really nice spot.
And sometimes the bigger the team, things do shift a little bit. And so I think one of my learning or growth moments is navigating that, figuring that out a little bit.
Christine Hakkola: What did you notice specifically shifted when you had, say, 12-ish clinicians versus 18 to 20? What were some of the biggest differences?
Jodi Rouah: I really like to connect with everybody on the team.
Christine Hakkola: Shocker.
Jodi Rouah: That being said, we have different levels of engagement and that’s totally fine. People who started with the practice earlier on, especially virtually, they work fairly independently and that’s what they know and where they’re comfortable, and I respect that. And then we have clinicians who are in person in our office, Therapeutic Collective Oakville. And there is a bit of a different level of engagement there.
And so trying to meet everybody where they’re at is sometimes a little bit more manageable when the group is a little bit smaller versus when it’s a little bit bigger. So I think that was one of the challenges. And it’s a lot of time.
Christine Hakkola: Yes, absolutely. That’s one of the shifts that I find a lot of business owners, regardless of service-based industry, make. Recognizing how much of them is required to shift from service delivery to actually managing their team and managing their business.
And for you, knowing that communication, connection, the relationship is really, really important, what are some of the things that you’ve encountered, whether it’s challenges or even just systems you’ve put into place, to help maintain communication and that connection as your team has grown?
Jodi Rouah: I think it starts really from the way that we onboard our team. A lot of our team has grown out of supporting students during their practicum. Our Director of Operations, Christine, who is on Jodi’s team, has done a fantastic job of creating a really thorough onboarding process where from the beginning clinicians are informed, but also invited into a particular culture, a way of doing things. And I think it’s one of the things that makes our practice stand out.
And so that onboarding process is pretty, I don’t know if extensive is the right word, but it starts a couple of months before somebody actually starts.
Christine Hakkola: Setting the tone and the expectations.
Jodi Rouah: Absolutely. And I think that has been really helpful, obviously, in the creating of the systems and the structures, because onboarding also takes a lot of time. And so that’s been really nice to streamline.
It helps people hit the ground running, so to speak. And they feel really well supported, which has been really nice.
And then a lot of the students we hire long-term. One of the things that’s also been really important to me is that I can stand behind the work that we’re putting out there. And so I’ve had the privilege of having eyes on people’s work, supporting them, mentoring them, supervising them. And that way I feel really solid in being out there and saying, this is our standard of clinical care and how we work. And I think that’s worked out really well for us. So we have quite a robust student intern program, and it’s been a really nice stepping stone in terms of how people join our team.
Christine Hakkola: Something I’m really noticing and appreciating about the way you’re explaining your business and what you’ve built is that, firstly, that primary focus on relationship.
Sometimes when I meet business owners for whom that is their primary focus, the shadow side of it can be they carry everything. They stay what I call overly involved, in the sense that everything rides on their shoulders and everything needs to go through them. Those two things can sometimes go hand in hand.
I don’t pretend that you haven’t had your growth edges around that, but what I’m hearing, and what it sounds like you’ve learned, is how to balance that with delegating. You’ve mentioned your Director of Operations, and I know you have an administrative team to support you. And the example that you brought up of the onboarding systems, those types of things that we do on repeat in the business, whether they happen every day or every week or just a few times a year, can all be systemized and optimized.
And sometimes the fear is that building systems and delegating results in loss of control, loss of the personal touch, loss of the things that we value in the execution of it. Say a little bit about, as a leader, as a business owner, how you’ve balanced maintaining that personal touch and the qualities that are important to you while also respecting your own time and building team and systems.
Jodi Rouah: Yeah, I mean, it hasn’t always been that easy. Trust is essential, really at the heart of being able to step out of having my hand in everything. And I haven’t always done it as smoothly as maybe I would have hoped.
And I think that’s one of the things that’s really important as a group practice owner. Do I make mistakes too?
Christine Hakkola: It’s refreshing. We don’t have to be perfect.
Jodi Rouah: Our team is often very forgiving when we’re well-intentioned and we learn from our mistakes. And there are things that I miss. And so I think building a team who has a similar personal touch has been really helpful.
I’ve been somewhat intentional about who I invite to join that team, especially administratively. I started with Christine, who’s now the Director of Operations. We were working together. I hired her as a virtual assistant. It was maybe three hours a week, and I had no idea even how to delegate or what I was going to give her, because I just felt so nervous and fearful, like you said, about losing control and losing personal touch. And we worked really wonderfully together. We figured that out together.
And then we’ve grown from there. So we now have a client care coordinator, Angela, who’s wonderful, also just so warm, really loves connection herself. And I think that just aligns so nicely with the personal touch pieces that I always felt were really important.
I want us to be able to take the time with our clients, especially when they’re figuring out whether they want to be clients of our practice or not. There are a lot of practices out there. There’s a lot to choose from. And so I think that personal touch piece has always been really important to me, and having a team who really buys into that as well and lives that out has been really nice.
Christine Hakkola: And it sounds like not only buys into it, but they come kind of pre-wired with those values too.
Jodi Rouah: Definitely. And those hires have been really organic as well. The story of how I met Angela is kind of funny. I was at a nineties dance party.
Christine Hakkola: Oh my gosh.
Jodi Rouah: And Kesha, who is our office manager at the Therapeutic Collective Oakville, and who has also come on as helping with marketing and community building here at Counselling & Co., she’s really an old friend and somebody who I’ve known for many, many years. And it’s been really nice to work together and build that team so that we do have these systems and structures in place to support our team, community building, partnerships.
Christine Hakkola: Before we keep going, I want to say something. If you’re listening to this and thinking, I’m in that season right now, I’d love to talk to you. FoundHer Rising isn’t about polished success stories. It’s about real growth, hiring decisions, the revenue plateaus, the identity shifts that happen when your business starts stretching you.
If you’re building something meaningful in wellness, coaching, or consulting, and you’re willing to have an honest conversation about what scaling actually looks like, apply to be a guest. The link’s in the show notes. I’d love to meet you. Okay, back to the episode.
Some advice that I was given that I’m reminded of hearing you speak, I was given by a coach some time ago, is to be slow to hire and quick to fire. And it can sound very harsh. But in practice, we’ll leave the firing part for now. The front end part, the slow to hire, is just so critical. And especially for those who are afraid to hire, like you mentioned, it was your first time when you brought someone on three hours a week. Just taking your time to really find that values-aligned person who already embodies the qualities that are important to you. It’s not the only thing, but it’s a real thing that can make or break bringing somebody onto your team.
So let’s move forward to present day and what you’ve built. You have a rather large clinic, rather large team. As you look into the future, next six to twelve months, next two to three years, however far you envision, what are you most excited about? What are you building on? What’s evolving?
Jodi Rouah: Yeah, I think I am learning still to let go a little bit again. Again, I don’t want to say necessarily control, but I have a really brilliant team that we’ve built here at Counselling & Co., and I really have been working myself to shift to this place of a healthy interdependence as a team.
And so that’s been a bit of a journey. As an EFT therapist, I used to believe that we all needed to practice a particular model and work the same. And it’s actually been liberating to really step out of that belief.
I think it’s the language that unifies all of us. And it’s pretty cool when we as a team can come together and speak a very similar language. But it’s also been so life-giving to watch each of our team members expand into other ways of practicing and developing their own clinical voices. So that’s been pretty exciting to watch. I’m really excited to see where that takes our care over the next year or two.
And I really love building community partnerships. We have connected with quite a few organizations in the community over the years. We have a really nice partnership with Oakville Parent Child Centre and Bridgeway Family Centres. And I love that part of the community building. And we’re also then able to diversify our services.
Our team has also just started a PA Day Camp, which has been really fun to watch. We have an incredible team of child and family therapists, and they’re the ones who have spearheaded the project and really made it happen. The feedback has been wonderful. So it’s really nice to see. Just the creative expansion of what each one of our team members brings to the table and the different ways that we can connect with the community.
Christine Hakkola: I’m just noticing, this feels to me like a full circle of how you talked about your practice beginning and how important your network was and the relationships that you had and built. And even now with a much larger team on a different scale, the community partnerships and the organizations that you’re working with and the projects that you’re undertaking.
It’s easy to see how even though you have a big team and you’re not as involved in the day to day, the essence of you and your values and how you started building the business has amplified itself in a new way now. It’s really cool to see.
And I just want to circle back to the one piece you mentioned, this letting go of control. And I’m curious how this has been for you. And I’ll just reflect back what I hear from a lot of folks. Sometimes this idea of letting go of control in our business is subconsciously equated with blind faith. Folks sometimes think we just have to hire and let go. And that’s actually one of the most likely ways to set your team member up for failure. And I don’t recommend it.
What I encourage, and what I see work really well, is instead of viewing it as letting go of control, viewing it as removing ourselves from the execution while maintaining our finger on the pulse of what’s happening. And a lot of that is done through communication channels, through systems, through ways to check in and ensure the quality of the product without micromanaging.
And I’m curious if you have any advice, wisdom, learnings along the way of how you find that balance of letting go of control but still staying responsible and having ownership over your business.
Jodi Rouah: I think I’m still figuring that out.
Christine Hakkola: It’s a huge learning process.
Jodi Rouah: It really is. And again, probably like most practice owners, we really haven’t been taught this stuff. I certainly don’t want to reinvent the wheel. Over the years I’ve received a lot of coaching around how to do this very thing that you’re asking me about.
I think part of it is the people. The people within my organization, they really do their best work when they feel supported, connected, trusted, and mentored. I think conversations around mistakes are really important. I think what’s really helpful for me is that there is going to be a bit of a messy middle as we’re transitioning.
For me, not being so micromanage-y, and having conversations around how we’re going to talk about that, has been very important.
Definitely systems. We’re still working to create those. One of the things that I just handed off is the management of the website.
Christine Hakkola: Wow. That’s a big deal.
Jodi Rouah: And there are things that I realized that I used to do that nobody would really know that I did.
Christine Hakkola: [VERIFY AUDIO — see Flag 2] All the things we do in secret.
Jodi Rouah: Yes, definitely. And so it’s like, okay, I noticed that some things didn’t quite get done. And I was like, oh my goodness, that is on me. I didn’t communicate that. So regardless of all the systems and structures that we have in place, we’re still learning and evolving.
Christine Hakkola: It’s such a great example of the difference that I mentioned earlier, of the oversight versus the execution. And what I hear you saying, and what I ascribe to as well, is that we’re responsible for the oversight. We still have ownership over what happens in the business. Doesn’t mean we have to do it. And great communication, like you’re saying, and systems are what bridge that gap.
Jodi Rouah: Definitely.
Christine Hakkola: This has been such a pleasure. You have so many little nuggets of wisdom to share, and that you have shared so humbly. So much to learn from you. And I’m sure that there are folks listening who have taken a few pieces away that are really going to help them in their journey as well.
And I especially want to thank you and name that piece that’s come up a couple of times in our conversation, about just being transparent around mistakes and how much that can create trust in our team and improve communication and prevent those kinds of things from happening again. And I just think that the folks that work for you and get touched by the work you do are so incredibly lucky.
And if there’s anybody listening who wants to get in touch with you, learn more about what you do, what’s the best way to reach you?
Jodi Rouah: Yeah, so our website definitely shares a lot of what we do, our practice, our team, our services, and our affordable therapy program. And so that’s https://www.counsellingandco.com/. And two L’s in counselling.
It is the longest. In hindsight, picking a domain name.
Christine Hakkola: I’ve heard longer. That’s for sure.
Jodi Rouah: So yeah, our website has all of our contact information as well. And I welcome people connecting with me, emailing. All of our clinicians, their contact information is there as well. I feel like I have a lot to offer, but I also feel like I have lots to learn.
Christine Hakkola: Fantastic. Thank you so much for being on the show. It was such a pleasure to have you.
And thank you, listener, for tuning in to FoundHer Rising. If today’s episode resonated with you, follow the show, share it with another founder, and leave a quick review. It helps more women find these conversations. You can connect with me on LinkedIn or learn more at HakkolaHorizons.com. Until next time, keep rising, and keep building the business that gives you freedom to live, lead, and create on your terms.
