Pros
- Many wonderful, intelligent, experienced people, including much of the US-based leadership. - Marketing products with clear, demonstrated clinical value to customers and users
Cons
- Poor integration of company's leadership, working relationships, and culture between different domiciles (US, Israel, and India). Many teams (especially Israel-based) showed difficulty or unwillingness for working cross-functionally. - Poor insight/transparency from leadership (especially Israel-based c-suite). While I was there, all-hands meetings with CEO occurred less-than-monthly and weren't substantive. - Vindictive firings/restructuring without cause or insight into vision for company. At least one new VP-level hire was a former colleague of a c-suite leader and mediocre at best. - Little reward for good performance. High performers take on work from low performers without adequate operational redesign to prevent burnout. - My personal outlook is they aren't investing adequately in product or clinical strategy moving forward. Current clinical strategy may be too broad to enhance competitiveness vs. other digital chronic well-being vendors. - Racism: plausibly a factor in people management decisions. Israeli team is on a completely different planet from the US, in this regard. Check their Instagram account (it's public) for micro-aggressions related to cultural holidays... - Sales difficulties–health/well-being benefits is a crowded, competitive market in this day and age - Poor US employee benefits (likely to change soon)–e.g., little maternal/paternal leave, poor mental health benefits (ironic given the product) - Company clawed back some time-off benefits due to company-wide "productivity"
