But “best” should be more than a claim. Here is what stands behind nine consecutive Best of Omaha wins—from 2019 through 2027.

Choosing an ABA provider means choosing far more than the person who will work directly with your child.

You are also choosing the people who will assess your child, determine treatment priorities, recommend how much therapy your child receives, supervise the treatment team, interpret progress, and decide when something needs to change.

You are choosing the standards under which those decisions will be made.

And you are choosing the organization that will remain accountable after services begin.

Every ABA provider can describe itself as compassionate, individualized, evidence-based, and committed to quality. Those words are easy to put on a website. What stands behind them is harder to build.

When It’s Your Child, Only the Best Will Do

Radical Minds has been recognized as a Best of Omaha winner in Family Behavior Therapy every year from 2019 through 2027, earning first place in most of those years.

We were earning that recognition before many of the ABA providers now advertising in Omaha had opened a location here.

Today, Radical Minds can point to something far more substantial than a marketing claim:

• Nine consecutive years of Best of Omaha recognition
• Seven Omaha-area clinics
• 23 clinical supervisors
• 22 of those 23 supervisors developed from the RBT level within Radical Minds
• Nearly 150 combined years with Radical Minds among our supervisory team
• A median supervisor tenure exceeding six years
• Every clinical supervisor working in our clinics
• No remote clinical supervision
• Ten additional employees progressing through our BCBA-development pathway
• Nearly 20 combined years among our COO and two clinic administrators
• Local clinician ownership with no outside investors

Few ABA providers can truthfully say all of those things at once.

Together, they explain what makes Radical Minds different—and what “best” means to us.

We didn’t expand into Omaha. We started here.

Radical Minds was founded in Omaha in 2016.

Our owners live here. Our leadership works here. Our clinics are here. The people making decisions about treatment standards, staffing, supervision, growth, and organizational priorities remain personally accountable to the community we serve.

Having an Omaha street address does not necessarily make an organization local.

A multistate company can open a clinic here while its ownership, executive authority, and most consequential decisions remain somewhere else. It can recruit local employees without being locally owned. It can present itself as part of the community while ultimately answering to leaders or investors who do not live in it.

Local is not simply where a company leases space.

Local is where ownership resides, where decisions are made, and where accountability remains.

Radical Minds did not enter Omaha because market research identified an expansion opportunity. We began here because this is our community, because Nebraska families needed better access to high-quality ABA, and because we believed clinical integrity and responsible growth could coexist.

Ten years and seven clinics later, that has not changed.

For families, local ownership means that the people with final authority are accessible. They understand the healthcare environment in which local families live. They know the clinicians responsible for care. And when a serious question arises, accountability does not disappear into another layer of regional or national management.

Clinician-led should mean more than employing clinicians

Every ABA provider employs or contracts with BCBAs. That alone does not make an organization clinician-led.

The more revealing questions are who has final authority, who establishes the conditions under which clinicians practice, and what happens when clinical judgment conflicts with growth or revenue.

At Radical Minds, clinical expertise does not simply advise ownership. It is represented in the ownership.

Founder and CEO Dr. Corey Cohrs began working in behavior analysis in 2009. He earned his master’s degree in Applied Behavior Analysis from the University of South Florida and completed his PhD in psychology at the University of Nebraska Medical Center, where his training emphasized behavioral pediatrics, early intervention, and complex developmental needs. He has been a Board Certified Behavior Analyst since 2013 and holds independent mental-health licenses in Nebraska and Iowa.

After completing his PhD, Corey continued his education through graduate business coursework at the University of Nebraska at Omaha from 2017 through 2020. That additional study strengthened his preparation in organizational leadership, finance, and operations.

That combination matters.

Clinical judgment should not be subordinated to business growth. But clinical quality also cannot remain dependable without responsible operations, financial stability, and an organization built to last. Families should not have to choose between clinical expertise and competent organizational leadership.

Chief Clinical Officer Ashten Cohrs began providing behavioral services around 2010. She completed undergraduate training in psychology at the University of Nebraska–Lincoln and graduate training in Applied Behavior Analysis through the University of Nebraska at Omaha and the University of Nebraska Medical Center. She earned her master’s degree in 2016 and joined Radical Minds shortly after its founding.

Today, Ashten establishes clinical expectations, develops supervisors, and oversees treatment quality throughout the organization.

Together, Corey and Ashten bring more than 30 years of combined experience in behavior analysis and behavioral healthcare. They do not lend their credentials to Radical Minds from a distance. They own it, lead it, and remain accountable for the care delivered under its name.

For parents, that means the people with final authority understand the work clinically—not only financially or operationally.

Expertise should influence the standards of the field

Credentials demonstrate preparation. Expertise is also demonstrated by whether someone can identify systemic problems, propose credible solutions, and defend those solutions beyond the walls of their own organization.

Corey began raising concerns directly with Nebraska senators in November 2024. Those concerns included rapid growth without adequate oversight, remote-only supervision of intensive treatment, default recommendations of 30 or 40 hours per week, and service models in which financial incentives could outweigh individualized clinical need.

In September 2025, he testified before the Nebraska Legislature’s Health and Human Services Committee during an interim hearing examining ABA access, Medicaid spending, treatment intensity, and provider accountability.

Corey told lawmakers that Nebraska needed to preserve access to ABA while distinguishing medically necessary, evidence-supported treatment from models built around maximizing authorized hours. He addressed default high-hour recommendations, remote or perfunctory supervision, and services structured around filling schedules rather than responding to each child’s needs.

That testimony was not the end of the effort.

Corey subsequently worked with Senator Brian Hardin as those concerns were translated into a legislative proposal. In January 2026, Senator Hardin introduced Legislative Bill 911.

LB 911 proposed concrete standards for Nebraska ABA services. Among other provisions, it would have:

• Required licensed behavior analysts supervising direct services to maintain a physical presence in Nebraska
• Prohibited remote-only supervision when a child received more than 15 hours of direct ABA services per week
• Required documented in-person observation of treatment implementation and client progress
• Authorized investigation and auditing of supervision records
• Established additional clinical review for treatment exceeding specified intensity or duration thresholds without documented functional progress
• Distinguished medically necessary ABA treatment from custodial childcare and nonclinical programming

At the bill’s public hearing, Corey testified in a neutral capacity.

That distinction matters.

The introduced bill addressed real problems and incorporated standards Corey had advocated for, but portions still required clarification and refinement. Supporting stronger oversight did not require endorsing every provision exactly as drafted.

Credible expertise means being willing to distinguish between a sound objective and language that may not yet implement it correctly. Advocacy should be guided by evidence and judgment—not by the desire to claim a legislative victory.

LB 911 was ultimately indefinitely postponed in April 2026. It did not become law. But it placed questions about physical presence, remote supervision, treatment intensity, medical necessity, progress, and provider accountability into Nebraska’s formal legislative record.

The effort also demonstrated something important about Radical Minds: we are willing to advocate publicly for standards that we already meet ourselves.

Every Radical Minds clinical supervisor works in our clinics. We do not rely on remote clinical supervision. Our treatment recommendations are individualized. We do not believe that every young child needs the same number of hours, and we do not believe that the continued availability of reimbursement is sufficient justification for continued treatment.

Our engagement has also extended directly to state healthcare leadership. In December 2025, senior leaders from the Nebraska Department of Health and Human Services visited our Blondo clinic to observe how ethical, clinically directed ABA is delivered in practice.

During that visit, DHHS leadership told us that Radical Minds was the first ABA clinic they had visited outside UNMC’s Munroe-Meyer Institute.

We did not pursue legislation or invite state leaders into our clinic for recognition. We did it because the standards governing ABA affect every child and family in Nebraska—including families who may not yet know what questions to ask.

Genuine expertise carries an obligation: use it not only to operate your own organization, but also to improve the conditions under which care is delivered throughout the field.

Clinical leadership should be present

A supervisor’s name can appear on a treatment plan without that supervisor being consistently present where treatment occurs.

That is not our model.

Every Radical Minds clinical supervisor works in our clinics. We do not use remote clinical supervision.

Our supervisors can observe treatment directly, coach staff in the moment, see how a child responds beyond what appears in a data summary, and recognize when a plan that looks appropriate on paper needs to change in practice.

Data are essential. They are not a substitute for presence.

For a young child receiving intensive services, meaningful oversight should not depend exclusively on scheduled video calls, secondhand descriptions, or retrospective chart review. The clinician responsible for treatment should know the child, know the staff providing the care, and be available when circumstances change.

For parents, this means the person responsible for the treatment plan is not merely reviewing numbers from somewhere else. That clinician can see the environment, observe implementation, answer questions, and intervene when the child or treatment team needs additional support.

At Radical Minds, supervision occurs where care occurs.

We don’t simply hire clinical leaders. We develop them.

Any organization can recruit a BCBA, place a biography on its website, and call itself clinically strong.

A more meaningful measure is how its leaders were developed, how long they have remained, and whether the people evaluating their work genuinely know their capabilities.

Twenty-two of our 23 clinical supervisors began at Radical Minds as RBTs. The only exception joined us as an already-certified BCBA.

Seventeen of our current BCBAs progressed from RBT to BCBA within Radical Minds. They learned our expectations while providing direct care, completed years of education and supervised experience, and demonstrated their abilities before being entrusted with responsibility for treatment.

Our clinical supervisory team now includes 18 BCBAs and five BCaBAs. Three of those BCaBAs have completed all requirements for BCBA certification and are awaiting their examinations. Two are experienced BCaBAs who have chosen to continue serving in that role.

Together, our supervisors represent nearly 150 combined years with Radical Minds. The median supervisor has been here for more than six years.

For families, those numbers represent more than employee longevity.

They mean the clinician directing a child’s treatment is supported by senior leaders who know that clinician’s work, understand how that clinician was prepared, and remain locally available when treatment becomes difficult. They mean the organization has retained years of clinical knowledge rather than repeatedly rebuilding it after turnover. They mean standards can remain consistent as the organization grows.

That kind of continuity cannot be created through rapid recruiting.

It takes years.

The next generation is already being prepared

The system that developed our current supervisors continues today.

Ten additional employees are progressing through our BCBA-development pathway. Two have completed all certification requirements and are awaiting the BCBA examination. Eight others are at various stages of graduate coursework, supervised fieldwork, and clinical preparation.

Across our supervisory team and active development pipeline, five clinicians have completed all BCBA requirements and are awaiting their certification examinations.

Radical Minds helps sponsor graduate education and provides the supervised experience employees need to pursue advanced certification. We make that investment because excellent clinicians are not produced by coursework alone. They develop through practice, observation, feedback, accountability, and increasingly complex responsibility over time.

But our investment does not guarantee advancement.

Completing coursework, accumulating supervision hours, or passing a certification examination does not automatically qualify someone to lead care at Radical Minds. A clinician must also demonstrate competence, judgment, integrity, consistency, and leadership in practice.

We have made difficult decisions not to advance candidates even after investing substantial time, tuition support, and supervision in their development.

That costs more. It takes longer. It can limit how quickly we grow.

It is also the right thing to do.

When someone will be responsible for a child’s treatment, completing the process cannot become more important than meeting the standard.

Evidence-supported care should affect actual decisions

Evidence-supported care is more than selecting interventions from a list of accepted practices.

It means assessing each child individually. It means recommending treatment intensity based on demonstrated need rather than applying the same number of hours to everyone. It means reviewing progress, changing ineffective plans, collaborating with caregivers, and reducing or ending services when continued treatment is no longer clinically justified.

It also means recognizing that more treatment is not automatically better treatment.

At Radical Minds, treatment recommendations are driven by assessment, data, direct observation, clinical judgment, and the priorities of the child and family.

Our goal is not to maximize the number of hours a child remains in therapy. Our goal is meaningful progress toward greater communication, independence, participation, and readiness for life beyond ABA.

Ethics is not merely a value printed on a wall.

Ethics matters when the clinically appropriate decision is not the most profitable one. It matters when a requested service is not supported by the evidence. It matters when a child needs fewer hours, a different approach, or preparation to leave treatment altogether.

A provider’s commitment to ethical care should be visible in the decisions it is willing to make—and in the revenue it is willing to decline when that revenue is not supported by a child’s needs.

That is the standard we expect of ourselves.

Stability extends beyond the clinical team

Strong clinical care also requires dependable operations.

Our Chief Operating Officer and two clinic administrators represent nearly 20 combined years with Radical Minds, with a median tenure exceeding seven years. They understand our clinics, our systems, our employees, and the practical needs of the families we serve.

That experience supports reliable staffing, scheduling, authorizations, communication, and day-to-day problem-solving. It also allows clinicians to remain focused on clinical work.

For families, operational stability means fewer unnecessary handoffs, more knowledgeable answers, and greater continuity when navigating the practical parts of treatment.

Growth has not required Radical Minds to replace its institutional knowledge or import an entirely new leadership structure. The people who helped build our systems remain responsible for improving them.

What parents should ask before choosing an ABA provider

Families understandably ask about availability, insurance, schedules, and locations. They should also ask questions that reveal what will shape their child’s care after enrollment:

• Who owns the organization?
• Where are its most consequential decisions made?
• What are the qualifications of the people with final authority?
• Is the provider truly clinician-owned, or does it simply employ clinical leaders?
• Is it locally owned, or is the Omaha clinic one location within a multistate company?
• Does the organization have outside investors?
• Are its supervisors physically present in the clinics where treatment occurs?
• How long have those supervisors been with the organization?
• Were they carefully developed or recently recruited?
• Who supports the assigned BCBA when progress stalls or treatment becomes complicated?
• Are treatment hours individualized, or does nearly every child receive the same recommendation?
• Does completing minimum credentialing requirements guarantee advancement?
• Who remains accountable when clinical quality and business growth come into tension?

Every provider entrusted with a child’s care should be able to answer those questions clearly.

At Radical Minds, the answers lead back to Omaha—to experienced clinicians and operational leaders who built the organization here, developed its people here, and remain personally present and accountable here.

We invite families and referral partners to visit our clinics, meet our team, and ask us these questions directly.

Nine years is not a campaign. It is a pattern.

Being recognized by Best of Omaha for the first time in 2019 was an honor.

Being recognized again in 2020 mattered.

So did 2021, 2022, 2023, 2024, 2025, 2026, and now 2027.

Nine consecutive years—including first-place recognition in most of them—reflect something more enduring than a single campaign or moment of attention.

They reflect the trust of a community that has watched Radical Minds grow without surrendering the principles on which it was founded.

We have grown from a small local practice into seven Omaha-area clinics. But we have not sold to outside investors, transferred authority to another state, replaced in-person supervision with distance-based oversight, or adopted a standardized model that places growth ahead of individual clinical need.

We are still locally owned.

We are still clinician-led.

Our supervisors are still in our clinics.

We are still developing our leaders from within.

We are still making individualized, evidence-supported decisions.

We are still advocating for higher standards beyond our own walls.

And we are still accountable to the Omaha families and community that have recognized Radical Minds as a Best of Omaha winner every year from 2019 through 2027.

We are not the best because we say we are.

We work every day to remain worthy of the distinction.

Because when it’s your child, only the best will do.