Many great things about this company, but... - Mental Health Coach Lyra Health Employee Review

3.0
Jul 27, 2022
Recommend
CEO approval
Business Outlook

Pros

There are so many great things about working with Lyra. The education and learning is top notch. The systems work really well almost all of the time. Ability to make your own schedule. Clients from all walks of life. Easy to rack up coaching hours pretty quickly. Paid vacation, holiday and sick time.

Cons

The pay is ridiculously low and makes me feel resentful. I coach people who make $100k-200k+ per year and yet I don't get paid what my training and experience deserves. Also, as a part-time coach, I do not have access to coaching through Lyra. I would have to coach 4-5 people in order to pay for one coaching or therapy session with an average coach independently. It's a mental health company who doesn't take the mental health of their part-time coaches seriously. Mental health coaching means coaching people with problems and it's hard not to absorb the energy. Doing that for 16-20 hours/week without support is a lot to ask and isn't sustainable.

Explore other reviews about Lyra Health

5.0
Jul 16, 2026
Recommend
CEO approval
Business Outlook

Pros

There is alot of opportunity

Cons

No life outside of work

1.0
May 28, 2026
Recommend
CEO approval
Business Outlook

Pros

Good benefits, Remote work, friendly colleagues willing to provide additional support

Cons

The company is clearly ambitious in its goal to become a leader in the mental health industry, which is admirable. Unfortunately, that ambition often comes at the expense of the wellbeing of its own workforce. Customer Success Managers are consistently stretched beyond sustainable capacity, with leadership citing “business needs” as justification for dramatically increasing account loads without corresponding compensation adjustments because the company is not yet profitable. What has been especially discouraging is the inconsistency in compensation transparency. Employees were encouraged to transition into higher-revenue customer segments with the expectation of increased compensation, only to later be told those moves were considered “lateral” and therefore not eligible for pay increases — despite repeated messaging that compensation is tied to the revenue size of a Book of Business. This has understandably led to low morale, burnout, and a growing lack of trust in leadership. Management frequently acknowledges workload concerns and states they are working toward better processes, yet teams continue to absorb increasing responsibilities with limited clarity, evolving expectations, and ambiguous workflows. Employees are often expected to independently navigate new processes without adequate guidance, while mistakes are met with criticism rather than support. The result is a culture where pressure consistently outweighs psychological safety. It is disappointing to see a company built around improving mental health struggle to meaningfully prioritize the mental wellbeing and sustainability of its own employees.

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