- Poor integration of company's leadership, working relationships, and culture between different domiciles (US, Israel, and India). Many teams (especially Israel-based) showed difficulty or unwillingness for working cross-functionally.
- Poor insight/transparency from leadership (especially Israel-based c-suite). While I was there, all-hands meetings with CEO occurred less-than-monthly and weren't substantive.
- Vindictive firings/restructuring without cause or insight into vision for company. At least one new VP-level hire was a former colleague of a c-suite leader and mediocre at best.
- Little reward for good performance. High performers take on work from low performers without adequate operational redesign to prevent burnout.
- My personal outlook is they aren't investing adequately in product or clinical strategy moving forward. Current clinical strategy may be too broad to enhance competitiveness vs. other digital chronic well-being vendors.
- Racism: plausibly a factor in people management decisions. Israeli team is on a completely different planet from the US, in this regard. Check their Instagram account (it's public) for micro-aggressions related to cultural holidays...
- Sales difficulties–health/well-being benefits is a crowded, competitive market in this day and age
- Poor US employee benefits (likely to change soon)–e.g., little maternal/paternal leave, poor mental health benefits (ironic given the product)
- Company clawed back some time-off benefits due to company-wide "productivity"
