The way Evariant’s story ended was avoidable but unfortunately there were too many leaders that put their egos, greed and feelings of self entitlement over the best interest of the company and its employees. It truly was like watching a ship slowly sink, with all the people on board desperately and frantically throwing buckets of water overboard to help it stay a float. During Evariant’s last year, the company culture became toxic and managers were led by fear rather than passion. We were asked to have courage of our convictions and dare mighty things, but then admonished and belittled when we attempted to live up to those challenges. A select few were held on a high pedestal, which resulted in many talented and inspiring voices to be silenced or exited. That was the true and actual death of Evariant - the sale to Healthgrades was only the final transaction.
The acquisition was so poorly managed and those who led us to be in such poor financial state seemed to be the ones who benefited. There was little to no logical thought process around the decisions to eliminate certain positions or teams, no collaboration or communication between Evariant and Healthgrades and mass confusion post sale. The company and those that profited only wanted to get to the finish line and collect their money. A comprehensive and well thought out plan to transition the right roles and people was an afterthought, with executive favorites being “saved” and found roles with Healthgrades, whether those roles made any sense.
