Great place to learn a lot, but don't expect to work there long - Senior Product Manager Sibel Health Employee Review

3.0
7 Feb 2025
Recommend
CEO approval
Business outlook

Pros

Expect to learn a lot, because development is rapid Lot's of opportunities to step up, fill gaps and address important business needs Great coworkers, generally very aligned in product vision, culture Great technology, intersection of AI, Medical Device and Medical technology Pay was competitive and you can be promoted quickly

Cons

Short tenures, especially for more experienced or senior leadership positions. Most managers only last 1 to 2 years before quitting or being laid off. Poor focus: this is a company that engages in many many projects, including various international grants, new therapeutic areas and creating a large portfolio of medical devices. Poor communication/leadership: Surprise title changes, layoffs, rapidly shifting priorities make this a very difficult environment, hurting moral and discouraging long term focus necessary to make successful medical products

Explore other reviews about Sibel Health

5.0
28 Oct 2025
Recommend
CEO approval
Business outlook

Pros

A very strong organization deeply committed to excellence and leveraging individual strengths and capabilities. Fast paced with opportunities to grow through stretch goals in a rapidly evolving startup that is engaging and challenging.

Cons

Rapid change - With a fast paced and hyper focused organization centered on delivering on issues facing customers clinical issues and concerns requires a level of flexibility. Understanding this in advance will ensure the your success.

3.0
13 Apr 2026
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

There's a lot to like here — many talented colleagues, genuine care across teams, and HR making a genuine effort to engage with employees and actually respond to their needs. When people are empowered to solve problems together, they do.

Cons

The challenge is at the top. CEO and CTO leadership have been consistently difficult to navigate. There's a pattern that's hard to ignore: the best collaboration happens when senior leadership steps back or responds to a crisis rather than driving the work. That says something important. Trust has eroded over time — not from one big moment, but from a slow accumulation of promises that didn't land, communication gaps, questionable behavior, and a disconnect between what's said in company-wide meetings and what people experience day to day. Employees want to believe in the direction. Many of us came here because of Sibel's mission. But belief has to be earned through behavior, not just messaging.

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