Sitting down with The Change Companies Chief Program Officer Valerie Bagley, Eric Gremminger, David Whitesock, John Schafer and Ryan Lechner explored how organizations can implement digital tools thoughtfully, improve clinical and business outcomes, and support people more effectively on their recovery journeys.
Technology has the potential to enhance — not replace — the human heart of behavioral healthcare. This was a key theme throughout our recent webinar, “Driving Digital Transformation: A Conversation with Leading Innovators in Behavioral Health Technology.”
Implementation: Technology alone isn’t the solution
This panel kicked off with a key challenge: Even the most innovative tech can fall flat without thoughtful implementation and staff buy-in.
John Schafer emphasized the importance of involving end users early. “This is an exercise in change management,” he said, advocating for upstream collaboration and training strategies that consider staff’s technical comfort levels.
David Whitesock added that success often hinges on staff internalizing and practicing with the technology before it reaches clients. “What emerges is an internal owner,” he explained — someone who becomes a champion for the tech because they see its value firsthand.
Ryan Lechner echoed the importance of identifying those early adopters, noting they’re not always supervisors or leadership. Sometimes it’s a peer who is simply excited to try something new.
And for ERP Health, Eric Greminger described a flexible onboarding strategy based on strong discovery and integration with existing systems. “We learned that it has to be ongoing implementation,” he shared. “People forget. This isn’t the most important thing to them — it’s the most important thing to us.”
One of the most powerful uses of technology in behavioral health involves filling the gaps between in-person sessions.
“Eighty-seven percent of behavior change is extra-therapeutic,” Ryan said, referencing research showing that most change happens outside of formal treatment settings. The panelists described how digital tools — whether it’s a journaling platform, self-assessments or timely messages — can help people stay engaged in those critical in-between moments.
Eric highlighted how his team designed their platform to sustain connection far beyond a typical 28-day program. “We built it to engage with the individual for 12 months and beyond,” he said, helping clients move toward sustained remission.
David added that self-assessment tools can help shift internal narratives and create motivation, especially when paired with open communication between clients and providers.
Defining and demonstrating outcomes
The conversation also turned to outcomes — and how to define them.
David pointed out the difference between performance metrics and long-term outcomes. “What are we trying to solve for in the moment?” he asked, suggesting that the most useful data isn’t always tied to long-term research, but rather what helps providers make informed decisions day to day.
The panel agreed: tracking data doesn’t have to mean overwhelming staff. When implemented thoughtfully, these tools can actually streamline care. John noted that “predictive analytics” could be the next frontier — using patterns in the data to intervene before negative events occur.
Ryan emphasized that client-generated data — like journaling and engagement — can support both therapeutic alliance and staff insight, if used ethically and with consent. “The cost of doing nothing is very real,” he said.
Technology and business: Not an either-or
Panelists also addressed the common tension between clinical goals and business realities.
Ryan encouraged organizations to map out the financial return of tech investments—not just in saved time or reduced no-shows, but in the ability to reach more clients or reduce burnout. “Many of these technologies are a very high return on investment,” he said. “The disconnect can sometimes be the math.”
Eric added that clinical outcomes can also be a powerful marketing differentiator. By sharing real results with families and referral sources, organizations can distinguish themselves in what he called a “sea of sameness.”
John took it a step further: AI-powered tools can improve efficiency across the entire agency, from intake to billing. But that reclaimed time needs to be used intentionally. “Some organizations want their people to go home on time. Some want to reduce waitlists. That’s a unique challenge to have — after you’ve implemented technology.”
Ethics, privacy and the human element
The panel closed by discussing the ethical considerations of digital care.
David emphasized the need for intentionality around data use and access. “Just because we can do something, doesn’t mean we should,” he cautioned, urging organizations to think through who can see what data and how long it’s retained.
Ryan described how The Change Companies navigated that challenge with their journaling tools. What surprised them? Clients wanted their counselors to see what they had written. They just wanted confirmation someone was reading it.
For John and others, the message was clear: tech must be implemented in ways that respect consent, meet clients where they are, and preserve person-centered care.
Final takeaways: What’s next?
The panel ended with a hopeful look toward the future.
Eric reminded the audience that even in a $90 billion industry, everything still comes down to a single human interaction. “When we are laser-focused and leverage technology to improve the quality of that interaction, it creates a ripple effect.”
David shared his wish for technology to integrate more seamlessly across sectors and settings. “My Apple Watch stays with me when I go to the gym or the doctor,” he said. “I hope behavioral healthcare gets more consistent that way, too.”
John hoped the tools would continue to give providers time back—whether to serve more people or simply get home earlier.
And Ryan ended with a vision for payers to support the cost of these tools directly. “There’s a real opportunity for win-win-win outcomes here,” he said.
The message was clear: Technology isn’t a replacement for care. It’s a tool to enhance it—when paired with ethics, intention and a deep commitment to human connection.
About special guests David Whitesock, Eric Gremminger, Jon Schafer, and Ryan Lechner.
Ryan Lechner, Co-CEO, The Change Companies
Ryan brings over a decade of experience growing technical, R&D-led organizations. Prior to joining The Change Companies, Ryan joined Bain & Company’s healthcare and technology practices, working with Fortune 500 clients to address their most pressing business challenges. He also worked on Netflix’s Content Strategy team where he built out the company’s original non-fiction content library and subsequently led R&D efforts at both early and late stage startups. Having seen friends and loved ones struggle with addiction, he is inspired by and committed to The Change Companies’ mission to help individuals make lasting and positive life changes.
David Whitesock, Founder + CEO, Commonly Well
David has led innovative and entrepreneurial programs in addiction, recovery, and technology since 2004. While designing new approaches to peer coaching, he developed the Recovery Capital Index® (RCI). David founded Commonly Well in 2020 to broaden the reach and impact of the Recovery Capital Index and to improve how data is used to enhance the recovery process. Through Commonly Well, David also works with healthcare systems and behavioral health clinics to design and implement improved patient experiences.
Eric Gremminger, Co-founder + CEO, ERPHealth
Eric is a nationally recognized leader in the behavioral health space. Since 2014 Eric has trained behavioral healthcare professionals around the country on how to use patient reported outcome measures to personalized clinical curriculums, and inform policy and procedure. Eric holds a degree in Psychology from Drexel University and is a regular guest lecturer on the topics of recovery and the neurobiology of addiction. Eric received his counselor’s training from Villanova University and is an internationally-certified drug and alcohol counselor as well as a published author. Eric is a board member for Prevention Plus, and is a part of the advisory council for National Fentanyl Awareness Day.
Jon Schafer, Director of Client Success AI, Netsmart
With a robust background in client experience and product implementation, Jon has been instrumental in guiding organizations through the effective adoption of healthcare technology solutions. His expertise ensures that clients maximize the value of their investments. Jon is and has been deeply involved in the rollout and optimization of Netsmart’s AI-driven solutions, helping clients harness the power of AI to improve clinical workflows, operational efficiency, and care coordination. With his blend of technical expertise and a deep understanding of the provider landscape, Jon ensures that AI is not just a buzzword—but a practical tool for better outcomes.
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