Pros
High velocity - teams work incredibly hard and the org moves fast. Prioritization is a must. You know Elon’s metaphor about Tesla/SpaceX employees being the “SWAT team?” Truepill moves at that kind of pace. You need to be both good at what you do and know where to focus your cycles. Great business model - meaningful (and growing) demand for what we do. The “Consumerization of Healthcare” is still in early days and has a long way to go. Truepill has the opportunity to be a cornerstone in that shift. Solving meaningful problems - Pharmacy/healthcare in the US is far more complex/opaque than it needs to be. Working within the constraints of the existing healthcare system while also pushing the envelope forward to a modern (tech-enabled) experience is no easy task. Truepill has solved some pretty significant problems already and still has more to go. “Pursuit of Truth” - There’s an ethos something akin to the scientific method at Truepill. Constant experimentation, testing hypotheses, and routinely weighing the risk/reward profile of a given opportunity/product/move. As one of the best qualities of the founders’, it’s intellectually interesting + embraces some of the best parts of “start-up” culture. Solid comp - Willing to pay for good talent. Do wish equity offerings was better for manager + below.
Cons
Opportunity to be more mission-driven - Truepill is driving towards many of the right things that need to change in pharmacy/healthcare: patient convenience (home delivery of medication), lower costs to patients AND payors (use of low-cost generics, partnerships with savings-focused marketplaces, chipping away at current pharmacy “spread”), a more intuitive/easier pharmacy experience (white-label enrollment/refill tech). All of these are inherently good things that drive US healthcare in the right direction. Recognizing this, there’s a huge opportunity for TP founders/leadership to embrace one or more of these trends and unite our teams behind it. Culture - We push hard as a business. There’s a lot going on and there’s a lot of urgency to not only support our clients, but ensure we tee them up for growth. It’s clear this has rubbed some colleagues the wrong way and it breaks my heart to read their reviews about how they’ve experienced this. No doubt this has come off as “mixed signals,” further reinforcing the point about picking the biggest/“right” problems to solve (vs what’s in front of you today). My hope is that leadership takes these reviews seriously and makes conscious/consistent efforts to build the kind of culture that enables a long-term business.