Second in Command: The Chief Behind the Chief with Cameron Herold
Episode: Ep. 484 - Forensic Psychiatric Associates (FPAMED) COO, Ted Collins
Release Date: June 17, 2025

Introduction

In episode 484 of Second in Command: The Chief Behind the Chief, host Cameron Herold sits down with Ted Collins, the Chief Operating Officer (COO) at Forensic Psychiatric Associates (FPAMED). This episode offers an in-depth exploration of FPAMED's operations at the nexus of mental health and law, shedding light on how Ted manages complex service delivery while maintaining a robust company culture.

Background of Ted Collins and FPAMED

Ted Collins begins by introducing FPAMED (Forensic Psychiatric Associates) as a 17-year-old practice comprised of forensic psychiatrists and psychologists. The firm specializes in cases where mental health intersects with legal proceedings, assisting litigants and attorneys in various contexts such as:

• PTSD and Emotional Distress Cases
• Traumatic Brain Injury Evaluations
• Child Custody Hearings Assessing Parental Fitness
• Competency to Stand Trial Assessments
• Insanity Defense Evaluations
• Civil Litigation Involving Mental Health Claims

Ted explains that FPAMED conducts evidence-based psychological testing, comprehensive record reviews, and in-depth psychiatric evaluations, often culminating in detailed reports and trial testimonies ([03:13]).

Ted Collins’ Journey to COO

Ted shares his pathway to becoming COO of FPAMED, highlighting his previous role as Chief Development Officer at a nationwide telepsychiatry company. During the pandemic, his experience with acquiring psychiatric practices positioned him to assist Dr. Levy, the founder of FPAMED, in structuring the practice for growth and sustainability. Ted emphasizes the importance of preserving FPAMED's unique culture amid potential private equity acquisitions, ensuring the team remains cohesive and dedicated ([05:16]).

Role and Operational Responsibilities

As COO, Ted outlines his multifaceted responsibilities, which bridge the gap between forensic experts and legal clients:

• Intake Management: Overseeing the intake process to ensure comprehensive information gathering.
• Paralegal Support: Managing paralegals who handle record management and case documentation.
• Financial Administration: Supervising billing, retainer collections, and financial reporting to maintain the company’s financial health.
• Business Development: Coordinating efforts in advertising, webinars, podcasts, and industry events to attract law firms and secure necessary expert licensing ([08:25]).

Ted highlights the significance of removing administrative burdens from experts, allowing them to focus on their forensic work, thereby enhancing efficiency and job satisfaction ([12:19]).

Operational Systems and Processes

Ted delves into the sophisticated systems FPAMED has implemented to streamline operations:

• Enhanced Intake Process: Utilizing a licensed paralegal with a psychology background to conduct thorough initial assessments, gathering pertinent case details to build comprehensive dossiers for expert matching ([12:19]).
• Efficient Record Management: Employing paralegals and external vendors to organize extensive records, reducing thousands of pages into manageable, cross-referenced summaries that facilitate quicker expert reviews ([14:54]).
• Team Collaboration Tools: Implementing systems that allow experts to make informed decisions swiftly, thereby optimizing case assignments and workload distribution ([12:19]).

AI and Technology in Operations

When discussing the role of AI and technologies like ChatGPT, Ted acknowledges their potential but notes current limitations within the forensic psychiatric field. Given the high stakes of legal testimonies and the necessity for precise, reliable information, his team prefers not to rely solely on AI-generated summaries. Ted emphasizes the importance of manual reviews to maintain credibility and accuracy, although he remains optimistic about future advancements in AI reliability ([15:11]).

Cultivating Culture and Team Dynamics

Ted places a strong emphasis on fostering a collaborative and supportive culture among FPAMED’s contractors:

• Pairing Experts: For instance, pairing a forensic psychologist with a psychiatrist to ensure comprehensive evaluations, similar to how orthopedists rely on radiologists ([17:33]).
• Monthly Brown Bag Lunches: Hosting virtual "lunch and learn" sessions where experts share knowledge and discuss recent developments, promoting continuous learning and team bonding ([17:33]).
• Supportive Environment: Creating multiple touchpoints for collaboration, allowing experts to consult with one another on complex cases and fostering a sense of community despite the contractual nature of their relationships ([21:36]).

Financial Metrics and Business Health

Ted outlines key financial metrics and strategies he uses to ensure FPAMED's operational health:

• Operating Profit vs. Net Income: Shifting focus to operating profit provides a clearer picture of the company's operational efficiency beyond mere cash flow ([24:30]).
• Utilization Rates: Monitoring the utilization of experts to ensure that retainer balances are effectively converted into billable work each month.
• Receivables Management: Maintaining low receivables by ensuring timely payments through direct communication and contractual adherence, reducing the risk of financial strain ([26:51]).

To address receivables, Ted employs strategies such as:

• Direct Communication: Utilizing phone calls to resolve payment delays, offering flexible payment options to clients.
• Budget Estimates: Providing detailed budget estimates upfront to prevent sticker shock and facilitate smoother financial transactions ([27:04]).

Leadership and Management Practices

Ted shares his leadership philosophies and management practices that contribute to FPAMED's success:

• Clear Budget Estimates: Offering flexible budget options to clients, enabling them to manage costs effectively and reduce financial conflicts ([30:05]).
• Retainer Structures: Implementing tiered retainer options (e.g., non-refundable initial retainer vs. refundable retainer covering multiple hours) to streamline billing and initiate work seamlessly ([31:23]).
• Communication and Accountability: Encouraging open communication about workload expectations and fostering accountability among experts to maintain consistent service delivery ([31:57]).

Relationship with Dr. Levy (CEO)

Ted describes his collaborative relationship with Dr. Levy, emphasizing trust and strategic delegation:

• Delegation of Responsibilities: Ted handles day-to-day operations, allowing Dr. Levy to focus on areas where he excels, such as business development and public speaking ([36:27]).
• Weekly Management Calls: Filtering issues through weekly admin and management calls ensures that only critical matters reach Dr. Levy, minimizing his daily involvement while keeping him informed ([37:14]).
• Supportive Partnership: Ted acts as a shield, managing operational challenges so Dr. Levy can enjoy his role without being bogged down by routine administrative tasks ([36:27]).

Future Plans and Personal Insights

Looking ahead, Ted is enthusiastic about:

• Multi-Plaintiff Cases: Anticipating opportunities to handle large-scale cases that leverage FPAMED’s collaborative team structure, potentially driving significant business growth ([39:07]).
• Work-Life Balance: Personally valuing the improved work-life balance achieved through remote work, allowing time for personal activities and better control over his schedule ([39:07]).

Notable Quotes

• Ted Collins: "We're trying to make it so that the intake person takes a lot of the load off of sometimes Dr. Levy, but also just the experts themselves so that they can make a pretty quick and informed decision about whether or not this is something they're interested in." ([08:25])

• Ted Collins: "Optical character recognition is not great when you're looking at handwritten notes by doctors or by psychologists." ([15:11])

• Ted Collins: "We just try to minimize the amount of day to day activity he needs to take and he can just decide whether or not he wants to take on more roles." ([36:27])

• Ted Collins: "I work from my home office and I'm working at different times of the day, but I do have time to go and grab a workout or to meet somebody for lunch or to walk my dogs." ([39:07])

Conclusion

This episode offers a comprehensive look into FPAMED’s operational excellence under Ted Collins’ leadership. From refining intake processes and managing financial health to fostering a collaborative culture, Ted’s strategies provide valuable insights for COOs and second-in-command professionals in specialized service businesses. His ability to balance operational demands with maintaining a supportive team environment underscores the critical role of effective COO leadership in driving organizational success.

Listeners interested in the intricacies of managing niche service operations and maintaining robust company culture will find Ted Collins’ experiences and methodologies both informative and inspiring.

For more insights from industry-leading COOs, visit COOAlliance.com and subscribe to the Second in Command podcast on your preferred streaming platform.