We started ProbityCare because the software running behavioral health is fragmented in a way that costs programs real money, and because two of us were living inside that problem rather than reading about it.
Justin runs a treatment center. Samuel builds software. The conversation that turned into this company was not a market opportunity — it was Justin describing an ordinary week, and Samuel realising that almost none of the pain was clinical. It was seams. Between the EHR and the admissions CRM. Between the billing service and the payroll system. Between the census whiteboard and the claim that was supposed to be built from it.
What fragmentation actually looks like
Nobody experiences "fragmentation." What they experience is more specific than that, and it repeats:
- A member ID typed into two systems, wrong in one of them, denying a month of claims that nobody traces back to intake until weeks later.
- An authorization that expired on a Tuesday, discovered six weeks later on a remittance, for care that was delivered correctly and will never be paid for.
- A records request that takes three days of downloading and collating, and is submitted incomplete because four notes were never signed.
- A billing person spending a week a month re-typing remittance lines from a clearinghouse portal into a billing system.
- A paper medication administration record that a surveyor asks for and nobody can produce completely.
None of those are clinical failures. Every one of them is a seam between two systems that were never designed to know about each other. And all of them end up in the same place: the cost of delivering care.
Technology has spent a decade adding to what care costs. Every subscription, every integration, every system that needs a person to feed it becomes overhead — and overhead becomes the price of care.
Why we didn't build it alone
Two people who have run a treatment center and built software still do not know enough to design a behavioral health platform. The parts we would have got wrong are the parts that only show up when you do the job every day.
So we worked alongside Jessica Budeau, Clinic Director at Alliance Counseling Center, to understand operational and clinical workflows properly. Three decades in healthcare and behavioral health, spent building systems that improve both client outcomes and organizational effectiveness. Intake, documentation, treatment planning, group notes, supervision — those were designed against how a real clinic runs, not against a competitor's feature list.
And we worked alongside Shameka Seals-Adjei, founder of Tri-Sis RCM and a Certified Professional Coder, on the revenue cycle. She started her firm in 2017 with a single facility of more than 500 patients and grew from there. Claims, scrubbing rules, remittance posting, denials, contracted rates — every one of those screens was reviewed by someone whose income depends on getting them right.
If a screen in this product looks unusually specific, it is because someone who does that job for a living told us what was missing from the last five systems they used.
Why the audit tool exists
The first thing we built that nobody else in this category sells is the audit response packet. That was not a product-strategy decision. It came from watching what a records request does to a program: three days of work, produced under a payer's deadline, by staff who should be doing something else — and a recoupment anyway if anything is missing.
Everyone else built software to write the note faster. That is a real problem and it is also the easiest one. The harder question is whether the note survives the audit, whether the claim gets paid the first time, and whether you can prove your outcomes when your contract is up. Those are the three things a program actually gets judged on, and they were the three things nobody was building for.
Where we are trying to end up
Care is getting more expensive to deliver and less affordable to receive. Those are not two problems. They are one problem, seen from either end.
We think it can go the other way. Take out the duplicated software. Take out the hours lost to paperwork. Take out the revenue that leaks and gets rebuilt as higher prices somewhere else. Do enough of that, across enough programs, and the cost of delivering care starts to fall — and eventually so does the cost of receiving it.
That is the business we want to be in. Not adding one more expense to a system that already has too many.