Twenty-five years in business strategy and change management, combined with Organizational Behavior Management. Diagnosed with data, fixed at the level of behavior, measured after handover.
New software, a reorg, another training day — and six months later the workaround is back. That is not a discipline problem or a hiring problem.
Every persistent inefficiency is being reinforced by something: an incentive, a reporting line, a metric nobody questions. OBM finds what maintains the behavior, changes those conditions, and verifies the result with data instead of sentiment.
Map the process, publish the new one, train the team, hope it sticks.
Find what reinforces the old behavior, remove it, and make the new behavior the easier one.
Structured change frameworks are good at sequencing: sponsor, communicate, train, reinforce. They are far less good at explaining why a team that attended every session still works the old way on Monday.
Twenty-five years of business strategy and change management, combined with Organizational Behavior Management, is the whole offer: the discipline to run a transition, plus the behavioral analysis to make it hold. Sponsor roadmaps and communication plans get built — and so does the reinforcement structure underneath them.
Leaders who can name the change, own it publicly, and hold the same line six months in. Decision rights mapped before the rollout, not during it.
Resistance is information about consequences, not a personality defect. What the current behavior earns people is what has to change first.
Adoption tracked as observable behavior against baseline — so "the change went well" becomes a number your leadership team can audit.
Phase one can be bought on its own — most clients start there and scope the rest from what it finds.
Functional analysis of the workflow and the incentives around it. You get a written read of root causes, not symptoms.
Redesigned process plus the reinforcement structure that keeps it in place — metrics, owners, feedback loops.
Rollout alongside your managers, coaching them as they run it. Adoption is tracked weekly against baseline.
Handover to internal owners with a measurement cadence, plus a scheduled check-in to confirm it held.
Engagements are scoped around one of these, and often grow into the next.
A thorough read of current workflows, then behavior-driven changes that cut waste and survive the handover.
Run the transition and make it hold — structured change discipline paired with the behavioral analysis that explains why adoption stalls.
How this differs →Work alongside leadership to set strategy that matches the business goals — and to actually land it, with milestones and owners.
Training, evaluation and leadership programs grounded in OBM, so team dynamics improve on purpose rather than by luck.
For ABA organizations moving into telehealth, caregiver-mediated intervention and hybrid care. Delivered through the Caregiver Optimization Model — my own operating framework.
Read about COM™ →
An operating system for caregiver-led and hybrid ABA service delivery — not a manual.
ABA organizations were built around clinic, home and school delivery. As the field shifts to telehealth and caregiver-mediated care, clinical expertise alone stops being enough.
The questions arrive fast: who owns what, which competencies to staff for, how to schedule capacity, what technology is actually required, how to stay compliant, and how to measure a model that depends on caregiver engagement rather than billable direct service.
COM answers them systematically — applying to ABA the same operational discipline mature industries apply to people, process, technology, governance and performance.
Against real organizational constraints — before it becomes a standard you have to live with.
COM prescribes no technology vendors and no unverified best practices. It defines the capabilities you need, separates evidence-based standards from design decisions still to be validated, and turns every mature requirement into an implementation-ready standard — with ownership, competencies, documentation and performance indicators attached.
From “we want to offer caregiver-led or hybrid ABA services” to “we have the organizational system to deliver them consistently, safely, efficiently and at scale.”
COM™ is a trademark framework developed by Sabrina Jesus for ABA organizations navigating the shift to caregiver-led, telehealth and hybrid care.
Outcomes from engagements in ABA services, healthcare operations and global enterprise.
Claim denials, after redesigning credentialing and multi-payer billing for an ABA provider.
Caseload capacity, with compliance tracking held intact — same headcount.
Outstanding receivables, via automated claims verification in the revenue cycle.
NPI registration efficiency for a nonprofit intake process, through workflow redesign.
“Her process mapping was instrumental in scaling our ABA services globally. We standardized operations and expanded into new markets without losing quality. Sabrina is a strategic partner, not just a consultant.”
Operational systems for client onboarding, workforce credentialing and multi-payer billing — rebuilt to hold at multi-market scale.
Standardized delivery across markets, +19% caseload capacity on the same headcount, and compliance tracking that survived the growth.
Published regularly in Jornal O Sul on business transformation and organizational behavior.
Automation is now cheap enough for small firms — but automating everything at once fails. Start with the tasks eating the most time, free the capacity, and let people do the work that needs judgment.
Read in Portuguese →Diagnoses are rising while the working-age population shrinks — and almost no one is asking how organizations will include neurodivergent people. Fewer than 1% of autistic adults in Brazil hold a formal job.
Read in Portuguese →Precision, sustained focus and independent thinking are competitive assets. Inclusion needs early diagnosis, trained managers and adapted processes — and it pays as strategy, not as obligation.
Read in Portuguese →Columns published in Portuguese; summaries here in English. Topics: automation, inclusion, and scaling service operations.
All articlesTell me where the process is breaking. You'll get a reply within two business days with a first read and a scoped next step.
