Pros
The clinical and frontline staff are the backbone of this organization. They are compassionate, dedicated, and the only reason the company retains any credibility. Coworkers consistently showed up for patients and for each other, often going above and beyond without recognition or support. Morale and culture, when they existed, were cultivated from the ground up — a product of peer connection, not leadership design. Remote flexibility was available, though more by necessity than strategic intention. If you're adaptable, you'll grow — mostly because navigating confusion and ambiguity will become a daily requirement.
Cons
Leadership is remarkably disconnected from reality and disturbingly adept at delivering values-based soundbites without any operational follow-through. “Transparency” is treated as a branding strategy, not a practice — with decisions routinely made in silos and communicated in vague, reactive bursts. Feedback is often dismissed until the consequences become too large to ignore, at which point those who originally raised the concerns are expected to fix them. Middle management shifted so frequently that reporting structures became unrecognizable, and expectations blurred. Promotions often rewarded blind compliance and burnout over strategic thinking or leadership capability. Being a workhorse was frequently mistaken for managerial potential, leading to individuals promoted beyond their competencies. Titles changed regularly — inflating hierarchy without delivering clarity or direction. In several cases, roles were awarded more based on availability and credentials than on demonstrated skill or leadership. Some decision-makers had little to no operational or clinical experience but still had significant influence over both. Leadership that claimed to be “approachable” often fostered environments where raising concerns led to retaliation or gossip, rather than support or resolution. Speaking up was quietly penalized, while micromanagement and performative leadership were rewarded. Psychological safety was, at best, theoretical. The company’s unofficial mantra — “We’re flying the plane while building it” — may have sounded scrappy in year one, but after multiple restructures and continued instability, it became a glaring admission of dysfunction. New client partnerships were routinely prioritized above internal readiness, leaving staff beyond stretched thin with little warning or support. When roles are eliminated, it’s often done without any real understanding of the individual’s contributions — decisions appear to be made based on titles rather than function. Notifications come abruptly, often with little notice, and are handled with a level of detachment that suggests more attention was paid to a legal checklist than to the human impact. Within minutes, communication access is cut off entirely, leaving no opportunity for closure with colleagues, clients, or ongoing projects. The entire process feels less like a professional transition and more like a vanishing act.