Great Vision, But Care Management Culture Undermines It
Pros
Fully remote work: The flexibility of working from home was a major plus, especially with solid communication tools and remote support in place. Positive mission and vision: The company as a whole has a strong, meaningful mission focused on improving healthcare quality and outcomes. It was easy to feel good about the broader purpose. Corporate-level efforts: Leadership at the highest levels seems genuinely invested in workforce satisfaction, equity, and professional development. There are good trainings, leadership development initiatives, and DEIB efforts in motion.
Cons
Care Management department culture: Unfortunately, this department operates very differently from the rest of the company. Despite company-wide initiatives, Care Management leadership often resists change, micromanages teams, and fails to incorporate staff feedback in any meaningful way. Toxic feedback loop: While input is solicited in meetings, it feels performative. Many staff are afraid to speak up for fear of retaliation, and suggestions rarely translate into actual improvements. Opaque restructuring tactics: Rather than transparent performance or organizational management, the company has at times created overlapping roles, had current staff train the new hire, and then laid off the original employee under the justification of redundancy. This happened to me personally, after challenging decisions around over-standardization and micromanagement. Poor leadership behavior: In my experience, executive leadership in Care Management lacked professionalism. One leader, Yvette Stratton, explicitly told me “there is more than one way to get rid of an employee” — and later seemed to take personal satisfaction in my layoff after I voiced concerns about department direction and contract management practices.
