Pros
The idea and goal of Keplr is great and needed but their delivery is poor. They are purposely vague and unclear initially they do not provide clear answers instead they all use the company like that things are flexible and depend on how the practice operates and since everyone is saying it, you end up believing it. Then once the sale is done, their true colors show. Very little flexibility, they have set protocols though they refuse to admit it but everyone goes through the same changes to the same vendors on their timeline how they see fit. They have little regard for how their processes impact the practice even it’s less efficient or worse for the patient/employee. It is very clear their goal is to add practices and providers and they do not care about that practices culture or employees. They feel they are doing you a favor by agreeing to keep all employees and keep the name and everything else they may have said or assured or promised transparency on goes out the window. They do not keep their word, they make assurances they can’t keep, they pretend they are all about the independent practice and quality of care when in actually they are unable to provide the support and care they promise with each practice they add. They care about profitability and revenue, not patient care and certainly not the employees. The employees and patients are necessary to make them money.
Cons
Lack of empathy of managers and Keplr leadership. Lack of understanding from corporate office and higher leadership how their processes impact those outside the corporate office the ones who they expect to follow their requirements a d who they need to successfully reach goals and implement change. They have zero clue or they frankly don’t care how things impact the people (not numbers or statistics) that did not choose to work for them but were acquired. They say they do not micromanage but their whole system and setup in every aspect of the practice is micromanagement. They have to control and be involved in every step, even if It makes the process unnecessarily tedious or longer. They become the middle men because they need the control, like they forget the practice was successful before them and they should focus their resources and attention not on micromanaging and having control of every little thing but on how to improve innovation, technology, staff morale and support, and quality of care. Instead of paying corporate employees to do a job that they practice has employees for, pay your people better. Improve your benefits. Improve your technology and the preferred partners to ones that are more advanced and cutting edge. The doctor and clinic are key but without the rest of the practice and employees the doctors cannot do their job and the clinic fails. Being cutting edge applies to more than just clinical equipment and partnerships.
