Leadership and culture are the core challenges, with the CEO at the center of the dysfunction. A clear pattern of reactionary and punitive behavior has driven out a steady stream of credible leaders—most notably the cofounder (a significant loss!), along with senior leaders across Operations, Clinical, Engineering, Product, People, Marketing, Regulatory Affairs, and more. While the few remaining (and some of the new) leaders try to shield their teams, fear-based leadership still cascades throughout the organization, resulting in an unstable and demoralizing culture. Practices meant to create clarity and excellence—such as goal setting and an emphasis on high performance—are frequently weaponized and over-scrutinized, ultimately undermining trust and effectiveness. Employees deserve better. It is deeply disappointing to work at a mental health care company while navigating a culture that contradicts the values it promotes.
The health benefits and time off/leave policies are far below standard.
