Timothy A. Zercher (00:00)
All right, well, good morning. Thank you so much for joining us, Victoria. We really appreciate having you on. We know that you and your organization are making a lot of impact across the country, so we're excited to learn a little bit more about you and get some tips and tricks from you.

Victoria Browne (00:13)
Great, thank you, thank you for having me, Tim. It's a pleasure to be here.

Timothy A. Zercher (00:16)
So our first question is, we know that you're in multiple competitive states. How does your team go about gaining new clients and what is working best for you right now?

Victoria Browne (00:28)
Well, so I guess my question would be in regards to clients because I recruit strictly for Family Care Center. So we are Bay outpatient behavioral health. So let's see as far as I think maybe you mean how do we find our practitioners or is that...

Timothy A. Zercher (00:45)
We can go either way. We can go either way.

Victoria Browne (00:49)
As far as finding our clients for our clinics, we have a marketing team that's out in all of the neighborhoods that we have our clinics in. In each of those neighborhoods, we'll have a marketing team that's out and they're connecting with other practitioners, other hospitals, other clinics. They're going to events that are professionally specific for say therapists or psychiatrists or whatever, and letting them know that we have a clinic, an outpatient behavioral clinic in your neighborhood and so you guys can send your referrals over to us.

Otherwise, I think mainly for our clients in our clinic, it's going to be referrals coming in or word of mouth as well.

Timothy A. Zercher (01:27)
Yeah, absolutely, absolutely, that's awesome. So you guys follow a very organic grassroots approach—makes a lot of sense. Our next question is specifically about your specialty, which is about recruitment. What have you found is the hardest part of gaining new staff, especially the ones that fit your team's culture?

Victoria Browne (01:34)
Yeah, I mean, I think that is a challenge because culture is super important. Just like anywhere else, when you're working with someone for several hours a day, everybody wants to make sure that they get along.

We are generally looking for someone who is going to fit our culture—positive attitude, wants to work with a multidisciplinary team, and can be flexible with their schedule. We're Monday through Friday, no weekends or after hours. Ultimately, we want someone focused on client care, a good team player, and able to collaborate well with other practitioners.

Timothy A. Zercher (02:38)
You've recruited everywhere from big tech to now mental health clinics. What is one thing that you have found top talent almost always is looking for?

Victoria Browne (02:54)
Leadership. Leadership is always number one. They want to make sure you’re talking the talk and walking the walk. It doesn’t matter if I was recruiting for Metta, Western Union, or Family Care Center—when you say “work-life balance,” you have to mean it. When you say “culture matters,” you have to live it.

Of course, benefits and PTO matter too, but leadership and living your values count most for everyone, no matter the role.

Timothy A. Zercher (03:45)
Absolutely. The cultural values on the wall are always nice, but they don't mean much compared to the actual values people live in the organization.

Victoria Browne (03:53)
Exactly. You can say “work-life balance” all day long, but if people panic when their boss messages them on Saturday night, it’s meaningless.

Timothy A. Zercher (04:01)
From sourcing psychiatrists to doing wedding photography, you clearly see people very deeply. How has your creative side shaped your recruiting style or even your leadership style?

Victoria Browne (04:10)
I think it allows me to see beyond the obvious. Maybe someone’s skills aren’t directly related to our field, but they have transferable skills worth considering. I might reach out to someone another recruiter wouldn’t.

In leadership, I lead by example. I won’t ask my team to do something I wouldn’t do myself. If I expect 100 calls a day, I’ll do 100 calls a day. Creativity also lets me think and source differently, picking up on resume details that signal a potential fit others might miss.

Timothy A. Zercher (05:58)
Yeah. Or maybe it’s also about seeing people’s personality from something dry like a resume.

Victoria Browne (06:14)
Absolutely. After 15 years and over a million resumes, I can tell a resume says far more than just the words on the page.

Timothy A. Zercher (06:37)
We all know behavioral health hiring is competitive. What is one of the more unconventional sourcing tactics that's worked well for you?

Victoria Browne (06:54)
Referrals are always great, but beyond that, we get creative—looking at schools, internships, and even marketing out-of-state to pull in relocation candidates. You can’t just recruit in Denver if you need someone in Denver—you have to cast the widest net possible, even finding people in California who went to school here.

Timothy A. Zercher (08:47)
And you have to focus on what matters to different people, right?

Victoria Browne (09:15)
Exactly. We tailor our outreach to the individual. Someone established in their career might not relocate; someone younger might jump at the chance. Sourcing is often case by case.

Timothy A. Zercher (10:13)
What leadership lesson have you learned across all industries that you apply every day?

Victoria Browne (10:40)
It’s easy to get discouraged. Keep a positive attitude, take breaks when needed, and ask for help when you’re stuck. Asking for help is not a weakness—it’s how teams win.

Timothy A. Zercher (12:26)
That’s a great lesson. Asking for help is a good thing. Well, perfect—thank you so much for joining and sharing your experience.

Victoria Browne (12:34)
Thank you so much.