Pros
- Good benefits. Health insurance offerings are great, but be wary of "unlimited" PTO. It is no longer unlimited, but they are still advertising it as such to new hires. It is "flexible", which basically means it's up to the discretion of your manager if they will approve PTO, and you have a 4 week limit that they are adhering to now. They are also now adding in limitations to when you are able to request PTO. - Retreats are fun! - Good people here on the individual contributor level. - Admirable mission. Although this has shifted somewhat very recently - still trying to help folks with Type 2 Diabetes, but also jumping on the GLP-1 bandwagon and "adjusting" their priorities accordingly. - Fully remote - there is (at least as of now) no expectation to move into the office. Denver & San Fran are really the only places they could enforce that, even if they did change this! - You will get all of your equipment and there are stipends for Learning & Development, home internet, and working from home (can use for office setup etc) - 4 week sabbatical available after 5 years with the company - Pretty good parental leave options
Cons
- A lot of people quitting, quiet quitting, and being let go lately (very unceremoniously I might add). Many of the upper level execs and people who have been with Virta since the beginning stages are bowing out- I'd take that as a sign - The culture seems really great! Until it isn't anymore. I was drinking the Kool-aid for some time, but realized as time passed that this company really only gives the illusion of caring about its employees. They will say all the "right" things, boast about how supportive they are, and gush about what great team members they have, but in the end, this seems to be just a way to keep stringing people along, making them feel good, and allowing them to add on more restrictions or responsibilities without much push back. - Diversity is not valued here. The company refuses to allocate budget for the DEI employee resource group, despite being asked many times. Again, a lot of "show" without much "tell". Numbers are a bit skewed when looking at the overall DEI report, because it doesn't take into account the positions held or departmental info. So in reality, almost all BIPOC are in the lowest rungs of the company, and many of the BIPOC who are higher-up will still very much stick to the status quo and try not to make any waves. - Bonus structures change every single quarter, and are almost never reasonable or equitable. For instance - using a bell curve to evaluate bonuses for a team of less than 15, so half of the team got less than 100% of the bonus, despite everyone on the team far exceeding the metrics for the quarter and having "the best quarter of enrollment so far!" Makes for very demotivating work and hits to morale. Especially when this team is probably the lowest paid in the entire company. - The pay is low. Maybe better if you're in a lower cost of living area, but I do think they pay less anyways, if that's the case. Bonuses make the salary manageable, but again, are not consistent and rarely capture the complexity of the role and only paint a partial picture of your performance. - Managers are not receptive to feedback. In several years working here, I and my teammates made MANY requests that were never followed up on or realized, and any negative feedback seems to be met with excuses and then disappear into the ether. - CEO needs some media training or sensitivity training. He's a funny guy and tries to keep things light, but sometimes says very inappropriate things or says things in a "sarcastic" way that comes off wrong. - Everyone in CSuite is going to be as "politically correct" as possible and this often means talking around things, not addressing issues or tackling them head-on, and a LOT of "fake" positivity, once you see through the facade. - High turnover. Lots and lots of folks leaving for better things consistently throughout my time here. And again, many people quiet quitting or being let go without a performance improvement plan or any official warnings. - Employees are very overwhelmed in all departments. Clinicans have thousands of patients to care for. Health Coaches have hundreds on their panels, all requiring personalized attention. Enrollment Advisors have thousands of applicants each to contend with. Engineers and Product are swamped with requests for changes and limited time and resources to implement them. Growth is good, but not at the expense of your employees. - Limited room for growth. If you are in health, there may be some room for this. If you are not in health, the only other option is management (which is more hours, way more expectations, and often only a few K more than being an IC). - There are CONSTANT problems. They talk about change, and pivoting, and adaptability, and being a team player a lot. But much of this is a direct result of the product not being ready, haphazard "solutions", shoddy infrastructure, and ramshackle ways of addressing problems. Consistent bugs, unexpected rollouts, and makeshift Google sheets or workarounds are a hallmark of working here. Many many "quick fixes" that end up being semi-permanent solutions and cause lack of efficiency and extra workload for team members. Things very often feel chaotic, up in the air, and out of control. Efficiency is very low, especially in the enrollment team, and team members are made to do loads of extra work because their systems do not talk to each other or products are not prepared for what is required of a complex health tech enrollment process. - Overall, at the end of the day, this company does not care about its employees. It has become more and more obvious that they mostly care about their bottom line, making profits, and doing whatever it takes (even if that means overworking people, piling on responsibilities, pushing forward with projects before they are ready, or eliminating any kind of dissenting voice).