Cons
• Since the merger with the new parent company, nearly all of Brighton’s strong, steady, and respected leaders have left. The leadership bench that once made Brighton great has essentially disappeared.
• The new leadership culture feels reactive, siloed, and unwilling to stick their necks out for the very clinicians who keep this organization running. There is no longer a sense of psychological safety or advocacy for the people doing the hard work.
• The focus has shifted dramatically toward sales and marketing, while clinical teams are often overlooked, unsupported, and stretched thin.
• Decisions now feel driven by numbers and optics rather than quality, integrity, or the lived reality of bedside work.
• The direction of the organization appears off-course—prioritizing growth over the well-being of staff and the dignity of patient care.