I have worked at North State through both the “pre-MMT” era and the current ownership, and the difference is dramatic.
Before the takeover, North State felt like a tight-knit, mission-focused family. Since MMT assumed control, the culture has shifted sharply toward volume and profit, often at the expense of employee morale and, in my opinion, safety.
Experienced, respected leaders have been removed, and the quality of our equipment and resources has noticeably declined. We are routinely issued unreliable units and subpar gear, while being asked to “do more with less.” The technology platforms and apps we’re required to use are unstable, frequently changed without meaningful input from field staff, and often make our work harder instead of easier.
What has been most painful is how serious, life-changing events have been handled. After two line-of-duty deaths, many of us felt that the company’s response was largely symbolic and did not provide the level of support and recognition that our fallen coworkers’ families and colleagues deserved. Crews were still expected to keep running calls almost immediately, which left a lot of us feeling that our sacrifices were secondary to call volume.
On a day-to-day basis, there is intense pressure to accept as many calls as possible, including ones that, in my view, push the limits of what is clinically appropriate or operationally safe. Policies and rules change frequently, often without clear communication or regard for how they affect crews in the field.
I am not someone who is reflexively anti-business, but my experience under MMT has been that a once-great company with a strong sense of purpose has been steadily ground down. I would strongly encourage prospective employees to ask detailed questions about equipment, support after critical incidents, workload expectations, and how much say field staff truly have in operational decisions before committing to work here.
