Changes needed before it's too late - Anonymous employee Press Ganey Employee Review

1.0
Sep 16, 2013
Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

There are still some good people people there who understand the business and produce most of the value.

Cons

New management has come in and destroyed what was a great company. When they got there in 2012, they assumed everything was broken and needed to be fixed. There were a couple key areas that needed some attention, but the majority of the company and people were in good shape. What ended up happening is that they were forced to make layoffs because of their poor decisions and since then there has been a mass exodus of the remaining employees (across several departments). Management really doesn't care and treats everyone as if they are replaceable. That attitude towards the employees continues to drive more people away. The management team is a bunch of buddies that move from company to company and are more concerned with protecting each other than actually adding any value to the companies they manage. The current management team is terrible, but the root cause is 3 consecutive poor CEO choices in 5 years since Vestar bought the company.

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Pros

PG has many talented people that are amazing to work with and learn from. The account teams are structured to allow amazing people working together to support client goals and foster a collaborative environment.

Cons

Upward mobility isn't always aligned perfectly for some roles

2.0
Feb 22, 2026
Recommend
CEO approval
Business Outlook

Pros

If you want to get your hands dirty with healthcare policy or hospital system strategy, the Consulting and Advisory teams do some legitimately interesting work. The data access is also a massive plus—if you’re a Data Scientist, you won’t be hurting for data to work with.

Cons

Instability is the Norm: Constant, unexplained layoffs have created a pretty paranoid atmosphere. Management doesn’t handle change well, and people are always looking over their shoulders. Frankenstein Tech Stack: The company prefers buying new companies over fixing the ones they already own. This leaves you with a core product that's basically held together by duct tape and technical debt. Sales often sells a "dream" that the current tech just can't actually do. Broken Integration: There’s zero effort to actually merge the cultures or systems of the companies they buy. It’s just a revolving door of new names and fragmented processes. Management Deflection: When things go south, leadership tends to point fingers at junior staff or "reorganize" rather than taking any responsibility. The "Bonus" Trap: Don't count on your full package. Bonuses are rarely funded above 70% (it's often less), which effectively feels like a hidden pay cut.

7
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