Commure reviews

- everyone is spread super thin despite being a large company. At a company of over 1000 employees, how are there 1 or 2 person teams? Make it make sense - The loudest voice in the room often wins, regardless of what they are saying. I had several late nights due to pressure from management, and sometimes the thing I was working on wouldn’t even end up being that important. There was nothing in place to prevent this kind of waste from happening, resulting in several useless meetings and poor product decisions. - Super corporate culture that masquerades as a startup. Long meetings, metrics and processes are introduced without consideration of if they are needed. By the time you question it, a new meeting/process/metric has been instituted. It all just gets in the way and makes the job harder. - Company is hodgepodge of multiple companies and products. Each with its own culture, standards. Can result in tension + resentment between teams. - Playbook from the top seems to be: ask employees to do near impossible tasks, hope they bail out management. - Even if you try and ignore the pressure, your body will know. I and others had health issues pop up once we started working here. This is when I knew it was time to go. your life is worth more. - Claims to be anti-corporate, but politics reign supreme. New hires with a friend at the company are often treated better, while someone new or earlier in their career has to prove themselves. Employees needing an H1B were also treated worse. - Company was like a dysfunctional relationship. You can manage for a while, but it will be more stress than it’s worth. Best move is to just leave - Leadership was just really really really rude. Even the top performers were talked down to, belittled, minimized. Felt so silly and unserious I found that managers broadly fit into one of 3 categories: 1. Super strong individual contributors (ICs) that got promoted into management, but suck with people. EQ is nonexistent and they have probably never played a team sport in their life. Would be best for these managers to go back to being ICs and be left alone to do their work and maximize their skillset. Really big ego, and pretty shady too. Outwardly doing a lot of grandstanding while doing some pretty unethical stuff behind the scenes. Some of the actions from these managers would be fireable offenses had they been more public. 2. Managers with prior management experience at a different company, but lack the context or culture fit to succeed here. These people are nice, but their team has to work a lot more to cover up their shortcomings 3. Managers who have decent domain knowledge and are good with people. This is where you want to be. Some of them are first time managers, but it doesn’t matter. They know what they don’t know, and more importantly they treat people with respect.

The “speed above all else” mentality may work for early-stage product development, but at some point quality, stability, and accountability have to matter too. Shipping fast loses its value when corners are cut to the point of creating operational or even legal risk. A lot of the internal apps and management tools felt less like thoughtfully selected solutions and more like projects tied to personal relationships within leadership. Many were poorly executed or ineffective, but teams were still expected to adopt them without question. Also be prepared for an excessive amount of forced hype culture, including hearing “Let’s f**king go” on nearly every call, whether the topic warranted that level of excitement or not. There also seemed to be very little long-term investment in people, team development, or sustainable growth. Even high-performing teams felt disposable if leadership decided to pivot or shift priorities. Instead of developing strong internal talent and building scalable processes, the approach often felt reactive and focused on immediate wins over long-term success. The company moves extremely fast, but too often at the expense of quality, process maturity, and strategic direction. Corners are regularly cut in development, operational workflows, and implementation planning, which creates downstream issues that teams are then expected to clean up. There’s a strong focus on acquiring more products and expanding quickly, but far less emphasis on integrating those products effectively or building a cohesive long-term vision. From the outside, there’s a desire to position the company alongside competitors like Epic Systems, but the reality is they are significantly behind in both product maturity and operational discipline. The organization often feels like it is trying to close that gap at breakneck speed without the structure, leadership alignment, or infrastructure needed to support it. At times it became difficult to tell whether the priority was genuinely improving healthcare outcomes or simply proving the company could grow as fast as possible.