As the company grows, the clinician experience is deteriorating rapidly. A once collaborative, team-focused environment now feels driven almost entirely by profitability and aggressive patient-volume initiatives. Some service lines see daily schedules that exceed ten patients per day, sometimes for hours without a break, and rely on cancellations just to keep the workload manageable. This volume is incompatible with consistent, high-quality outpatient care, yet critical clinician feedback is either overlooked or bypassed entirely. Many clinicians voice concerns to colleagues and direct managers, but discussions aren't held in larger meetings, reflecting a culture where open dialogue feels limited, ineffective, or unsafe as burnout intensifies.
Seeing a high number of patients booked, yet never knowing how many will actually show, creates a daily work routine that is both frantic and rushed, yet monotonous and repetitive. Workflows remain tedious, and the tech stack continues to impede efficiency. Rather than addressing these foundational issues, leadership puts the onus on clinicians to be “more efficient” with tools that are fundamentally inefficient, while rapidly rolling out new high-volume initiatives based on limited data and little justification.
Overall, organizational direction feels inconsistent and increasingly erratic. The underlying sentiment between clinicians is that of feeling unheard, unsupported, unprotected from burnout, and undervalued. It’s disappointing to see the company moving faster and further in this direction.
