Labs exists to fix the second part. It is the research arm of Cuepri: we measure the community around treatment, the part of care that has never had numbers, and we publish what we find in the open, so providers, the people they serve, their families, and the payers behind them can all make better decisions than opinion allows.
Labs started with our customers. Operators kept asking the same questions: what share of alumni is a typical program still able to reach at ninety days, what do families actually participate in after a discharge, how many admissions does a healthy alumni community drive. These are the numbers a leadership team needs before it invests a dollar in community, and we went looking for them the way anyone would, in the published literature, in industry reports, in conference decks.
They do not exist. Treatment outcomes are measured, imperfectly but measured. The community around the client, the thing every program claims to run and every website advertises, has never been benchmarked anywhere in behavioral health.
Every program has an opinion. No one has a number. A field that cannot measure something cannot improve it, fund it, or defend it.
So we stopped waiting for someone else to do the work. Labs is where we do it ourselves, in the open, under a method stated before we see a single response.
We hold beliefs the way a research group should: stated plainly, backed by the strongest evidence available, and submitted to measurement that could prove us wrong.
Membership starts the day someone commits to treatment, not the day they leave. It includes clients in care, the alumni before them, and the families beside both. Anything narrower measures a fragment and calls it the whole.
Family engagement is among the strongest levers in the published evidence base, and the least measured practice in the field. A community that does not count families is not counting its strongest allies.
The episode economy treats better outcomes as lost business. Provider-led communities invert that: reachable alumni refer, engaged families retain, and visible outcomes win authorizations. Long on Recovery makes the full argument.
A thesis that fears its own measurement is marketing. Everything Labs believes ships with the metric that could falsify it, and we publish whatever the data says, including the parts that argue with us.
The point of this research is not a report on a shelf. It is decisions that measurably improve the industry and the well-being of everyone in it.
A benchmark tells an operator where they stand, what the top quartile does differently, and what closing each gap is worth, in referrals earned, families retained, and authorized days defended.
The evidence is consistent: people connected to a recovery community do markedly better. What gets measured gets funded and kept, so measuring community is how clients keep it.
Families carry recovery between sessions and after discharge, and no one has ever published a number on their participation. The first family benchmark exists so programs get built, staffed, and funded for them.
Payers fund what they can see, and today they cannot see between sessions or past discharge. Open metrics give both sides of the table a shared language for value-based arrangements that reward recovery.
Cuepri builds software for provider-led communities, so we have an obvious interest in what our research finds. The only defense is method, stated in advance and held to in public.
The full method and governance rules live with the study itself: read them here.
I have sat in rooms where a program director knew, knew in her bones, that her alumni community was saving lives and paying for itself, and could not produce a single number to defend its budget. That gap between what the field knows and what it can prove is where good programs go to die. It is also entirely fixable.
We created Labs to fix it. Not as a marketing exercise, but as the research arm this category never had: measuring what was never measured, naming metrics anyone can adopt, and returning every insight to the people who generated it. If the data leads to one better decision (a family program funded, an alumni team defended, a value-based contract signed on real evidence) the well-being that follows reaches everyone at once: the provider, the person in recovery, and the family beside them.
That is the intention, stated in public so we can be held to it. We publish whatever the data says, every year.
Faris Sweis, Co-Founder & CEO, Cuepri August 2026
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