This week’s spotlight is on Asha Subramaniam, MS, OTR/L, a non-clinical occupational therapist who is now Director of Therapy Operations for Spyglass Healthcare!
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What is your full name, title, and company name for your current, primary role?
Asha Subramaniam, MS, OTR/L — Director of Therapy Operations for Spyglass Healthcare
Where are you located?
San Francisco Bay Area, California.
Where did you go to OT school, and what year did you graduate?
I earned my undergraduate degree in occupational therapy in Mumbai, India before pursuing my graduate studies at the State University of New York (SUNY) at Buffalo in 2007. I completed my master’s degree in early intervention and school-based occupational therapy, graduating in 2009.
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What did you do when you first finished school, and for how long?
After completing my undergraduate studies, I gained two years of hands-on experience working at a pediatric clinic in Mumbai before pursuing my graduate education.
In what setting(s) did you work, and what types of patients did you treat?
I have diverse clinical experience across multiple settings, including:
- Pediatric outpatient clinics
- School-based therapy
- Acute care hospitals
- Adult inpatient rehabilitation
- Adult outpatient services
- Skilled nursing facilities
What did you enjoy about your early roles? What didn’t you enjoy?
One of my most rewarding professional experiences was working at Scripps Health in San Diego as part of their outpatient neuro team. Our team consisted of 25-30 highly experienced therapists, and we treated a diverse patient population.
It was an incredible learning environment, as many of my colleagues had been with the organization for over 15 years, providing a wealth of knowledge and mentorship. During my time there, I completed specialized training in stroke rehabilitation and obtained my LSVT certification for Parkinson’s treatment, further enhancing my clinical expertise.
In contrast, my initial experience in a school-based OT setting was less fulfilling. As a new graduate with minimal exposure to educational environments and IEP processes, I found the role challenging. The administrative demands often outweighed direct patient care, making it a less engaging experience for me.
What else have you done since then, prior to your current role?
I previously served as Assistant Director of Rehabilitation and later as Director of Rehabilitation for several years before transitioning into my current role.
These leadership positions provided me with valuable experience in clinical operations, team management, and strategic program development.
When and why did you decide to do something non-clinical?
I transitioned into a non-clinical role when I realized that my impact could extend beyond direct patient care. Having spent years in clinical practice and leadership positions like Assistant Director and Director of Rehabilitation, I developed a deep understanding of both patient needs and operational challenges within healthcare.
I wanted to take on a role where I could drive strategic improvements, enhance efficiency, and support therapists in delivering the highest quality care.
As the Director of Therapy Operations, I now have the opportunity to influence broader healthcare initiatives, optimize therapy programs, and create a lasting impact on patient outcomes at an organizational level.
What are you doing these days?
Currently, I serve as Director of Therapy Operations, where I focus on enhancing rehabilitation services, improving patient outcomes, and supporting therapists in providing exceptional care. My role involves managing therapy programs, staffing and setting up new facilities, optimizing workflows, and implementing strategies to boost efficiency and clinical excellence across multiple locations.
I’ve also developed an AI-powered therapy documentation assistant designed to streamline clinical documentation, reducing therapists’ administrative workloads and allowing more time for direct patient care. Additionally, I’m creating an advanced AI-driven audit tool capable of analyzing multiple therapy documents in minutes, quickly identifying compliance and skilled documentation accuracy to support continuous improvement.
I’m also passionate about exploring innovative, technology-driven solutions for nursing homes, including an AI-based noise reduction tool to improve resident comfort and enhance overall facility environments.
Are you still treating patients, or are you solely non-clinical?
Solely non-clinical.
How long have you been in your current director of therapy operations role?
Since June 2023.
What do you wish you would’ve known before going into this role?
Before stepping into a leadership role in therapy operations, I wish I had fully understood the extent to which administrative responsibilities and strategic decision making would shape my day-to-day work. Transitioning from a primarily clinical role, I initially underestimated the complexity of managing resources, navigating regulatory compliance, and driving operational efficiency while still advocating for quality patient care.
Additionally, I’ve come to appreciate the importance of balancing therapist support with organizational goals. Learning to implement change effectively—while ensuring that clinicians feel heard and valued—has been a crucial skill.
Lastly, I wish I had known how valuable technology, particularly artificial intelligence, would become in streamlining documentation and improving workflow efficiency. This realization has fueled my passion for developing innovative solutions that enhance both therapist productivity and patient outcomes.
How did you find your job? Did you apply or find it through a connection?
I initially joined the company as the Director of Rehabilitation at their flagship facility. As the organization expanded, I grew alongside it, taking on increasing responsibilities and playing a key role in scaling therapy operations across multiple locations.
What was the interview like for the role?
The interview for the Director of Rehabilitation role was a strategic discussion focused on my clinical expertise, leadership skills, and ability to scale operations. They assessed my experience across various settings, problem-solving abilities, and approach to team management.
Key topics included optimizing workflows, ensuring compliance, and fostering a strong therapy program. It was an engaging conversation aimed at finding a leader who could drive both quality care and facility growth.
What are some of the things you did to stand out, take initiative, and advance in your career?
I advanced by taking initiative, driving innovation, and adapting to the company’s growth. I proactively identified inefficiencies, implemented solutions to improve processes, and fostered strong relationships across teams. My flexibility, leadership, and commitment to professional development helped me stand out and take on increasing responsibilities.
How have people reacted to you leaving patient care?
Reactions have been positive. Colleagues see that my move into leadership allows me to make a broader impact. My passion remains, just on a larger scale.
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What’s a typical day or week in the life like for you? What types of tasks and responsibilities fill your time?
As Director of Therapy Operations, I oversee therapy programs, support clinical teams, and ensure efficient, compliant care across eight facilities. My role includes staffing and hiring for new buildings, streamlining workflows and operational systems, and collaborating with therapists and leadership to enhance patient outcomes.
My AI-powered therapy documentation tool is just the beginning—it has the potential to scale into AI-assisted solutions for nursing and social services as well. That’s the direction I’m heading with this passion project: bringing responsible, impactful AI into skilled nursing on a broader scale to support care teams and improve outcomes.
What are some of the rewards of your role? What are the biggest challenges?
One of the most rewarding aspects of my role is knowing that my work has a broad and lasting impact. While I may not be providing direct patient care anymore, I’m able to support and empower therapists, helping them deliver the best possible treatment to their patients.
Seeing teams thrive, patients progress, and operations run smoothly because of the systems I help put in place is incredibly fulfilling. I also love mentoring and collaborating with therapists, ensuring they have the resources and support they need to grow in their roles.
The biggest challenge is balancing the business side of healthcare with the heart of patient care. There are always pressures—budgets, productivity expectations, regulatory changes—but my priority is ensuring that therapists feel valued and patients receive the care they deserve.
Navigating these demands while maintaining a culture of compassion and excellence is not always easy, but it’s a challenge I take to heart every day.
How did your clinical background prepare you for this role? Which skills transferred?
My clinical background is the foundation of everything I do in this role. Working directly with patients taught me not just the technical skills of rehabilitation, but the human side of care—the patience, the empathy, the problem solving needed to truly make a difference in someone’s life. That perspective guides every decision I make, ensuring that policies, processes, and operations always prioritize both patient well-being and therapist support.
Skills like critical thinking, adaptability, and teamwork seamlessly transferred into leadership. As a clinician, I learned how to assess situations quickly, adjust to challenges, and collaborate with interdisciplinary teams—all of which are essential in my current role.
Most importantly, being a therapist first means I understand what it’s like to be in the trenches, and that helps me advocate for the needs of both therapists and the patients they serve.
What type of person do you think would do well in your director of therapy operations role?
This role is ideal for someone passionate about innovating healthcare in nursing homes and improving therapy services on a larger scale. The right person is a problem-solver who enjoys creating practical, scalable solutions—whether it’s optimizing workflows, supporting therapists, or integrating new technologies to enhance care.
They need to be adaptable, proactive, and collaborative, working closely with teams to navigate challenges and drive meaningful improvements. A thick skin helps in balancing business demands with patient-centered care, but at its core, this role is for someone who truly wants to make a lasting impact in rehabilitation services and the lives of those in nursing homes.
Do you work remotely or onsite?
I work onsite, overseeing eight nursing home facilities. My week involves visiting each site, supporting therapy teams, addressing challenges, and ensuring smooth operations to enhance patient care.
Does your organization hire PT, OT, or SLP professionals into non-clinical roles? If so, what type of roles?
Yes, we are always looking for PT, OT, and SLP professionals for non-clinical roles. There are opportunities in operations, compliance, quality assurance and program development.
Therapists with a passion for innovation can also contribute to technology integration, clinical training, and process improvement initiatives within the organization.
Right now, I oversee eight facilities, but we are growing, so the opportunities are endless for those looking to transition into leadership or non-clinical roles while still making a meaningful impact in rehabilitation.
Did you read any books, take any courses, or do anything special overall to get you where you are today?
Yes, continuous learning has been key to my growth. I’ve taken courses in generative AI, prompt engineering, and UX design to develop AI-driven solutions that enhance therapy documentation and streamline workflows.
Expanding my knowledge in healthcare innovation and business strategy has also helped me transition into leadership and drive meaningful improvements in rehabilitation services
What is a typical career path for someone in your director of therapy operations role?
A typical career path for someone in my role often starts with clinical experience as a PT, OT, or SLP, followed by progression into leadership positions such as Director of Rehabilitation or Regional Therapy Manager.
Many professionals gain experience in operations, compliance, and program development before transitioning into broader therapy operations and healthcare management roles.
What is next for you? What are your high-level career aspirations?
Next, I want to drive AI innovation in nursing homes, not just for therapy but for overall operations. Nursing homes often rely on outdated workflows, and AI has the potential to streamline processes, improve efficiency, and enhance patient care across all departments—from therapy to nursing, administration, and compliance.
My long-term goal is to be at the forefront of healthcare technology, developing AI-driven solutions that modernize the way nursing homes operate. Whether it’s optimizing documentation, audits, improving staffing workflows, or enhancing patient engagement, I see AI as a game-changer in transforming these facilities for the better.
A career in healthcare technology and AI-driven solutions is where I see myself making the biggest impact.
What would you recommend to someone who is considering going into a role like yours? Do you have any special words of wisdom for the readers?
If you’re considering a role like mine, be ready to think beyond patient care and see the bigger picture. Leadership in therapy operations isn’t just about managing people—it’s about solving problems, improving systems, and making sure therapists and patients get the best support possible.
Stay open to learning, especially in areas like technology and process improvement. Healthcare is changing fast, and those who embrace innovation will make the biggest impact.
Most importantly, never lose sight of why you started in this field. Even in a non-clinical role, your work still changes lives—just on a larger scale.
What would you like to change most in your profession, and why? How would you propose doing so?
I would love to see a shift in prioritizing quality patient care over productivity pressures in therapy. Too often, therapists are stretched thin, expected to meet rigid targets that take away from meaningful, individualized treatment.
To change this, I’d advocate for more balanced workload expectations, better staffing models, and policies that allow therapists to focus on patient needs rather than just numbers. Supporting therapists with ongoing education, mentorship, and leadership opportunities can also help create a more sustainable and fulfilling profession. At the end of the day, better-supported therapists lead to better patient outcomes.
What career advice would you give yourself that you wish you had during school?
I would tell myself to explore beyond traditional clinical roles and stay open to the many ways I could make an impact in healthcare. In school, the focus was mostly on direct patient care, but I wish I had known earlier that leadership, operations, and innovation are just as vital to improving patient outcomes.
I’d also remind myself that learning doesn’t stop at graduation—the more you invest in growing your skills, whether in leadership, technology, or process improvement, the more opportunities you’ll create for yourself.
Lastly, I’d say to trust the journey. Every experience, even the tough ones, teaches something valuable that shapes the career path ahead.
What would you teach to today’s graduate students in your profession, if you had the opportunity?
If I could teach today’s graduate students one thing, it would be to focus on growth and experience, not just the next step on the career ladder. I understand that student loans and financial pressures are real, but the early years of your career are also the best time to explore, learn, and build a strong foundation.
The best therapists—and the most fulfilled ones—are those who seek out opportunities that challenge them, expand their skill set, and help them grow. It’s not just about finding a job, but about finding meaning in what you do. The more you invest in learning and experience now, the more doors will open for you in the future.
Do you have any special advice for others who want to follow in your footsteps?
If you want to follow a similar path, my biggest advice is to stay open, stay curious, and never stop learning. The best opportunities often come from places you never expected. Be willing to take on challenges, even when they feel uncomfortable—those moments are where real growth happens.
Build relationships, find mentors, and surround yourself with people who inspire you. Most of all, never lose sight of why you chose this field. Whether you’re working hands-on with patients or improving care behind the scenes, your impact is real.
Keep that passion alive, and you’ll find a path that’s both fulfilling and meaningful.
