Driving Patient-centred Psychiatric Innovation
ADAM J. SAGOT, D.O. FAPA
CMO
Preferred Behavioral Health Group
Driving Patient-centred Psychiatric Innovation
ADAM J. SAGOT, D.O. FAPA
CMO
Preferred Behavioral Health Group
Across the United States, mental health challenges are escalating, particularly among children and adolescents, as access to care struggles to keep pace with growing demand. Innovations in treatment, system-level advocacy, and leadership in psychiatric care have never been more critical. Navigating these complex issues requires visionaries who can bridge clinical expertise with operational strategy. Dr. Adam J. Sagot, D.O., FAPA, has dedicated his career to doing just that. With a background spanning the University of Pennsylvania, Thomas Jefferson University Hospital, and Hackensack Meridian Health, he has consistently combined patient-centered care with systemic impact. His notable works include advancing child and adolescent psychiatry, mentoring future physicians, and pioneering innovative care models. Today, as Chief Medical Officer of Preferred Behavioral Health Group, he leads clinical teams to implement best practices, foster collaboration, and deliver high-quality, patient-centered care. He continues to maintain a private practice at F & W Psychiatric Services, P.C., serving children, adolescents, families, for both clinical and forensic services. Beyond the clinic, Dr. Sagot’s thought leadership shapes the future of psychiatric care through advocacy, research, and innovative care delivery. With extensive experience in training, mentoring, and system-level innovation, he brings a rare combination of insight, expertise, and vision to every aspect of mental health care. In an exclusive conversation with Tradeflock, Dr. Sagot shares his perspectives on advancing care, addressing systemic barriers, and preparing the field for the next generation of mental health challenges.
Can you walk us through your journey and the role mentorship has played in your career?
No one grows without guidance, and in my journey, I have been fortunate to be mentored by exceptional individuals who shaped not just my career but also my perspective on medicine. It began back in medical school with our psychiatry department chair, who did more than teach me patient care. He helped me see the bigger picture — the value of teaching, the importance of academics, and the potential to impact systems of care far beyond the clinic walls. As I progressed, other mentors encouraged me to explore my own interests, sponsoring my visits at national conferences and supporting my professional growth. Their support was not limited to imparting knowledge but also showed me that advocacy, courage, and speaking up for patients and colleagues were as crucial as clinical skill. These experiences taught me that leadership is not defined by a title or position but by the ability to influence, inspire, and amplify the impact of those around you. Every lesson I have learned has multiplied as I mentor others, allowing me to extend that guidance to new physicians, trainees, and teams. Ultimately, this journey has reinforced a simple but powerful truth: the people who shape you early on leave a ripple effect that can transform both lives and systems of care.
What have been some of the biggest challenges in your journey, and how did they shape your approach to leadership?
Challenges are a constant companion in child and adolescent psychiatry. Many patients and families are encountering mental health care for the first time, and cultural or systemic barriers often make access to care complex. Beyond individual patient care, navigating healthcare systems to ensure policies protect patients and expand access can feel like an uphill battle. Prior authorization delays, scope-of-practice rules, and financial pressures frequently test our ability to do what is right for patients. These experiences have profoundly shaped my approach to leadership. I have learned that resilience, advocacy, and careful risk-taking are essential. Leaders must be willing to stand up for patients, even when the system makes it difficult. Mentorship helped me cultivate these qualities, but it is the real-world challenges—seeing how barriers affect families and clinicians alike—that continuously refine my perspective. Leadership, in this sense, is about creating a framework where both patients and the team can thrive despite obstacles.
What golden lessons emerged from facing these challenges, especially during the pandemic?
The pandemic highlighted a truth we often overlook: mental health affects everyone. One in five individuals experiences mental illness in the United States, and similar trends exist globally. Everyone knows someone who struggles, which makes addressing mental health a shared responsibility. The spotlight on mental health during the pandemic allowed bipartisanship to rise to the occasion. Policies moved forward in ways that improved systems of care and emphasized patientcentered outcomes. Collaboration, persistence, and a focus on advocacy demonstrated that incremental, steady efforts can make meaningful changes. These lessons continue to guide my work, reminding me that thoughtful leadership and teamwork can overcome systemic barriers.
How do patient experiences shape your approach to care, including telehealth innovations?
Telehealth has been transformative, particularly for patients in rural and underserved areas. It has created a level playing field for access while providing insights that were previously impossible. Observing patients in their home environments allows clinicians to see family dynamics, living conditions, and subtle behavioral cues that enhance diagnosis and treatment planning. There are lighthearted moments as well. Patients have joined calls in professional attire on top and pajamas on the bottom, or from unexpected spaces in their homes. These experiences reinforce that care should always be patient-centered, flexible, and adaptive. Telehealth has proven itself as a tool that complements traditional care, offering both safety and efficacy while giving clinicians a richer context for decision-making.
"Elevating systems of care to improve access for patients is my mission"
Five years from now, what change in mental health care are you betting your career on?
In the next five years, AI will radically shape how mental health care is delivered. Integrating AI into electronic health records, diagnostics, and treatment planning has immense potential to improve both efficiency and quality of care. At the same time, human empathy and clinical judgment remain irreplaceable. The key is to leverage technology as a tool that enhances, rather than substitutes, the therapeutic relationship. By investing in training, policy, and safe integration today, the foundation is being laid for a future where mental health care is more accessible, precise, and patientcentered than ever before.
How do you ensure your team avoids burnout while managing emotionally intense work?
Burnout is a leading challenge for physicians across the United States and the world. Every day, mental health professionals witness human suffering in ways that can be emotionally taxing. Preventing burnout starts with recognizing this reality and openly modeling self-care. Meditation, exercise, healthy sleep, and nurturing relationships form the foundation. Encouraging teams to integrate these practices into their daily lives is not just a suggestion; it is a leadership responsibility. Beyond personal practices, it is about creating a supportive organizational culture. Assigning complex cases thoughtfully, leveraging experienced clinicians to mentor others, and recognizing the emotional load carried by staff ensures everyone’s skills are used effectively without overwhelming anyone. The goal is to create an environment where professionals feel valued and respected, and are equipped to care for others without sacrificing their own well-being. Small acts of awareness, such as checking in personally with a team member, often make a meaningful difference.
Can you share a patient story that illustrates the impact of your work or policy changes?
One patient experience from my early clinical days still comes to mind. They required a timely medication reauthorization, but despite our efforts, it was initially delayed. Moments like this highlight the direct impact of policies on real lives. It is not enough to treat patients in isolation; the system surrounding them must also work efficiently. Every administrative or systemic barrier removed—whether through advocacy or improved processes—directly affects outcomes and well-being. This is why leadership and policy work are inseparable from patient care.
What drives your pursuit of lifelong learning in medicine?
Medicine is not a destination, but a practice that evolves with every patient encounter and new medical discovery. Each new study, treatment approach, and policy change presents an opportunity to refine knowledge and improve care. Lifelong learning is about humility, curiosity, and the commitment to doing better for patients and the teams we lead. I believe that learning is intertwined with impact. Every patient treated, every clinician mentored, and every policy adjusted expands the reach of care. Staying informed allows me to guide teams, advocate effectively, and innovate responsibly. It is both a personal journey and a professional obligation to ensure the care we provide continues to improve in meaningful ways.
How do you define success in your career, and has your pursuit of purpose evolved?
Success has always been measured by impact. Early in my career, it meant providing exceptional care and mentoring the next generation of physicians. Over time, it has evolved to include improving access to care, shaping treatment outcomes, and supporting clinicians and systems of care in their own growth. Helping children and adolescents reach their potential remains at the heart of my work. Early intervention prevents challenges later in life, and each success in this space has a ripple effect that reaches families, communities, and the broader healthcare system. Seeing patients thrive, knowing that the support provided today may shape a healthier tomorrow, is the clearest reflection of meaningful success.
How have mentorship experiences shaped your leadership philosophy?
A defining mentorship moment early in my career came during a committee meeting. I hesitated to share my perspective, questioning my experience. Later, a mentor told me never to undercut my own value or underestimate my voice. That lesson reshaped how I lead. Every individual brings a unique perspective that is essential to collective decision-making. This principle now guides how I mentor others. Encouraging team members to speak up, advocate for patients, and recognize their own value fosters a culture where leadership is measured by empowerment rather than authority. Mentorship is not simply guidance; it is about amplifying the voices that matter and creating a system where each perspective contributes to better care and better outcomes.
What innovations in mental health care excite you most today?
Artificial intelligence holds remarkable potential to transform mental health care. When integrated thoughtfully, AI can assist with documentation, suggest diagnostic considerations, and support personalized treatment planning. It does not replace human connection but enhances the efficiency and precision of care. Wearable technology and other digital tools are also changing the landscape. These innovations allow more accurate monitoring, real-time feedback, and data-driven interventions. Together, these technologies redefine possibilities in mental health, enabling clinicians to provide more tailored, proactive, and effective care. The excitement lies in combining human insight with emerging tools to expand reach, and improve patient lives.
How do you approach tough decisions in balancing clinical needs with financial realities?
Healthcare leadership often requires navigating the tension between urgent clinical needs and organizational sustainability. Some treatments are life-saving but expensive and under-reimbursed, such as neuromodulation for adolescents with treatment-resistant depression. Decisions in these situations require integrity, careful judgment, and patient advocacy. Even in the face of financial constraints, the commitment to evidence-based care remains paramount. Balancing these pressures is not about compromise but about thoughtful prioritization and accountability. The goal is to ensure patients receive the best possible care while maintaining a sustainable system that supports teams and future innovations.
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