Today we’d like to introduce you to Tasha Gaskins.
Alright, so thank you so much for sharing your story and insight with our readers. To kick things off, can you tell us a bit about how you got started?
I’m a social worker by training, with a Master’s in Social Work and a Master’s in Public Administration. Early on, I realized clinical work wasn’t the path for me. I was far more drawn to what happens behind the scenes: how organizations function, where they break down, and what it takes to make them run well.
I spent about eight years on the ground working directly with families, children, and adolescents before moving into operations, first as an Operations Director for a mental health outpatient clinic, then co-owning my own behavioral health practice for five and a half years. In 2015, I joined a healthcare concierge startup based in New York. I stayed for the next ten years, eventually becoming a Senior Care Director, leading people and care operations across a company that had grown into a global healthcare technology organization serving clients across the U.S. and internationally, including some of the largest corporations in the country.
In my last couple of years there, I started noticing the burnout. I was spending most of my time on things that no longer brought me any joy. Then in January 2025, I was diagnosed with breast cancer.
I went through surgery and treatment while continuing to work. The first few weeks after diagnosis are honestly a blur, but I kept showing up. It was the month I started radiation, April 2025, when something in me finally shifted. I got clear, really clear, about what mattered to me and how I wanted to spend my time. Not long after, I made the decision to leave the company I’d spent ten years building alongside. I left in July 2025.
In the months that followed, I gave myself space to think about what I actually loved doing in my career. Developing people. Building leadership. Making sure teams felt safe, seen, and heard. Turning chaos into order. Focusing on employee experience and engagement, and helping organizations become efficient enough to actually sustain themselves and the people inside them.
That’s what led me to start GrowthPoint Strategies, where I now work with impact driven organizations to build the systems, culture, and leadership that let them thrive without depending on any one person to keep it all together.
Would you say it’s been a smooth road, and if not what are some of the biggest challenges you’ve faced along the way?
Nothing about being a solopreneur is easy. I’ve run a business before, but I wasn’t doing it alone. This time, I’m responsible for everything: marketing, sales, networking, the parts of the work that used to belong to someone else’s job title. That’s been the real challenge.
I’ve had to get comfortable being uncomfortable, over and over. Almost nothing outside the actual client work is in my comfort zone, but I’m doing it and growing as I go. I’m proud of how I’ve managed it, and I’m proud of how much I’ve grown just by being willing to sit in that discomfort instead of avoiding it.
There are ups and downs, some weeks more down than up. What keeps me grounded is remembering why I’m doing this. I’m building the life I want for myself and my family, and every uncomfortable moment is part of that.
Alright, so let’s switch gears a bit and talk business. What should we know?
GrowthPoint Strategies works with impact driven organizations, on the people, leadership, and culture side of the business, along with the operational systems that support it all.
What I specialize in is leadership development and building teams that actually function well together. A lot of organizations in this space are excellent at the work but under-resourced when it comes to developing the people leading it. Managers get promoted because they were good at the frontline work, not because anyone trained them to lead. I help close that gap: building leadership pipelines, developing emerging managers, and creating the kind of culture where people feel safe, seen, and heard, because that’s what actually drives retention and performance in this field.
On the operations side, I help organizations build the systems and structure that let good leadership and good culture actually work. It’s one thing to develop a manager. It’s another to make sure the organization around them supports what they’re learning to do. I also work with organizations where too much still depends on one or two key people, usually an owner, founder or director, and help build the infrastructure so the organization can grow without being fragile.
My approach is simple on purpose: assess what’s actually happening, name the real problem, not just the symptom, and then implement. A lot of teams know something is off but end up solving for the wrong thing because no one’s taken the time to get underneath it.
What sets me apart is that I’ve lived inside these organizations, not just consulted for them. I’ve spent over 20 years in care-driven environments: leading teams of nearly 200 people, building more than 22 operational systems, co-owning a behavioral health practice for five and a half years, and spending a decade in senior leadership at a global healthcare technology company, focused on people leadership, operations, program strategy, and team growth. I know what it takes to develop people and build culture in this field because I did it from the inside for most of my career.
What I’m most proud of, brand-wise, is that GrowthPoint doesn’t feel like a typical consulting firm. It’s direct, practical, and grounded in what actually works in care-driven organizations, not generic leadership advice borrowed from another industry. If there’s one thing I want readers to know, it’s that developing your people and your culture isn’t a soft add-on. It’s the thing that determines whether your organization can actually sustain its mission long term.
What has been the most important lesson you’ve learned along your journey?
The biggest lesson I’ve learned is that self-care doesn’t have to be earned. It’s deserved. I don’t have to be exhausted and drained before I decide it’s time to take care of myself.
I can’t pour into organizations, teams, and people if I’m not paying attention to myself first. For years, I was the person many people depended on, and I was good at it. But I let that come at the cost of my own well-being, for a long time, before I noticed.
Now, when I work with organizations, I don’t just help them build systems and develop their people. I push them to think about sustainability, for the organization and for the individuals inside it. Burnout, compassion fatigue or getting to a point of disengagement, isn’t a personal failing. They are all usually signs that something in the structure isn’t working. And that’s a lesson I carry into every engagement.
Pricing:
- Price based on scope
Contact Info:
- Website: https://www.gp-strategies.com
- Instagram: @growthpoint_strategies
- Facebook: https://facebook.com/GrowthPointConsulting
- LinkedIn: https://www.linkedin.com/in/tasha-gaskins-msw-mpa-b92583229
- Other: TikTok: gp_strategies
