Geode Health reviews

This was my first full-time role after earning a Bachelor’s degree in Psychology, and unfortunately, it left a lasting negative impression on my early career. My time at PPG was marked by constant understaffing, unclear communication, and an overwhelming workload that made it difficult to maintain both mental and physical health, and led to me feeling that I needed to leave for the sake of my own health. The front office felt like a revolving door, with high turnover and an environment that felt highly unsustainable. Within months, responsibilities that were previously shared by a team of 7–8 people were condensed down to just two of us. I routinely supported 6–10 providers daily—each with unique needs and expectations, but without the tools, support, or authority to manage those demands efficiently (with little to no lenience or understanding on their part). This lead to frequent confrontations with frustrated patients who already struggled with Geode's lack of communication (another issue that was a result of understaffing). One particularly telling example occurred when I was the only assistant on duty and unable to reach any medical staff for support with a patient who had been scheduled unusually late. After following protocol and direct-messaging the provider, I received a curt response telling me not to contact her directly—no assistance was offered. That same evening, I stayed significantly past my shift and was left responsible for a pharmaceutical delivery that neither the provider nor the medical assistant had claimed. When I raised concerns, I was told to place the box in a desk and the issue was never addressed—scenarios like this were not uncommon. Training was minimal and inconsistent. I learned most of my duties through trial-and-error or by watching other overworked colleagues. Tension was constant as a result, and I did not feel that rapport with other assistants was possible. Communication breakdowns and unclear policies created conflict and distrust, not just among front office staff, but between staff and providers. What made the experience worse were the management decisions. When regional training days were scheduled, every other clinic received coverage so that front desk staff could attend—except ours. Despite serving 13 providers in a busy building, I was left to manage everything alone that day. It was a setup for failure, yet my concerns were brushed aside (or met with laughter from leadership, who did not seem to notice that most conversations from them could be heard at the front office as well as throughout the waiting room). I also encountered unprofessional behavior and favoritism. At times, I was asked to perform inappropriate non-clerical tasks such as managing luxury car keys. Basic courtesies like greetings or eye contact were rare, and I was frequently made to feel invisible or disposable. After meeting some of the more tenured providers and speaking with them, it seemed that the distance was purposeful and meant to keep the social environment at Geode hostile and hierarchical. This was an extremely strange choice given the image Geode attempts to portray. As a scheduler, I was responsible for enforcing the practice’s strict No-Show policy and the substantial fee associated with missed appointments. While the policy was intended to promote accountability between patients and providers, I found that the same standard was not consistently upheld by many of the providers I supported. A significant portion of my day was often spent contacting patients to reschedule entire portions of a provider’s calendar—typically to accommodate the provider’s personal plans or preference to leave the office early. These last-minute changes, sometimes made with less than a day's notice, directly contradicted the expectations placed on patients, who were charged for arriving more than 11 minutes late. This double standard made it increasingly difficult to justify or enforce No-Show fees, particularly with returning patients who began to question the fairness of the system. Despite voicing concerns about burnout, workload, and support, the only time I was called into the office was to discuss interpersonal drama I hadn’t been involved in. That misplacement of priorities further highlighted how unsupported staff were, especially those on the front lines. The emphasis on patient reviews for bonuses—despite being constantly overwhelmed and berated for missing phone calls during a busy day in front of patients—added to the pressure and frustration. By the end of my time there, I was left feeling mentally and physically depleted. I was guilted into shorter bathroom breaks, and forced to sit for hours without relief. While I understand that healthcare settings are demanding, no job should come at the cost of your well-being. My mental and physical health markedly improved after ending my months-long tenure at Geode.