Pretty disappointing experience, since the work itself sounded impactful and they seem to be growing. I got the sense that some of their team members have fairly limited exposure to the industry outside of ACOs and payors, as their understanding the healthcare field seemed somewhat narrow. There’s a whole ecosystem of decision makers in administration and clinical areas with their own unique lens that it’s important to be able to speak to and think about critically. When I met with the president as part of the interview process, he was clearly messaging with someone and distracted for majority of the conversation. Coming from a career in data, the data challenge was also concerning. While I know this is standard at many companies, frankly, you can very easily teach anyone with a college degree how to do most things needed to clean up a data file or analyze data—if you have even a minimally supportive culture. It depends on the data set at hand on how you would QA it- financial, scheduling, quality- each have their own nuances and all you need is a little familiarity to do it well. I’ve hired several excellent analysts over the years and never once given a data challenge- we walk them through it, ask them questions and let them ask questions. If hired, we invest some time in them, and they always get there- it’s well worth it to let people feel psychologically safe to be new at something. Because what you can’t teach as easily is humility, professionalism, executive presence, teamwork, and healthcare expertise- much of which just seem to be lacking at this company. I’m sure there are contributing growing pains at a place like this, but I would recommend refining the process and consider soft-skill training for those involved in the process if you want to attract top talent. It’s a buyers market for these jobs.