Fast growth, but lacking operational maturity, quality focus, and long-term leadership vision.
Pros
Dan Warner and his team were exceptional to work with, and I genuinely wish more of the organization operated the way they did. In contrast to the very clique-driven, “bro culture” environment that existed across parts of leadership, Dan’s approach stood out for being transparent, thoughtful, and focused on building people and processes the right way, not just prioritizing speed at the expense of quality, communication, or long-term growth. Remote positions for some of the operations team
Cons
The “speed above all else” mentality may work for early-stage product development, but at some point quality, stability, and accountability have to matter too. Shipping fast loses its value when corners are cut to the point of creating operational or even legal risk. A lot of the internal apps and management tools felt less like thoughtfully selected solutions and more like projects tied to personal relationships within leadership. Many were poorly executed or ineffective, but teams were still expected to adopt them without question. Also be prepared for an excessive amount of forced hype culture, including hearing “Let’s f**king go” on nearly every call, whether the topic warranted that level of excitement or not. There also seemed to be very little long-term investment in people, team development, or sustainable growth. Even high-performing teams felt disposable if leadership decided to pivot or shift priorities. Instead of developing strong internal talent and building scalable processes, the approach often felt reactive and focused on immediate wins over long-term success. The company moves extremely fast, but too often at the expense of quality, process maturity, and strategic direction. Corners are regularly cut in development, operational workflows, and implementation planning, which creates downstream issues that teams are then expected to clean up. There’s a strong focus on acquiring more products and expanding quickly, but far less emphasis on integrating those products effectively or building a cohesive long-term vision. From the outside, there’s a desire to position the company alongside competitors like Epic Systems, but the reality is they are significantly behind in both product maturity and operational discipline. The organization often feels like it is trying to close that gap at breakneck speed without the structure, leadership alignment, or infrastructure needed to support it. At times it became difficult to tell whether the priority was genuinely improving healthcare outcomes or simply proving the company could grow as fast as possible.
