Health Catalyst reviews

3.4

45% would recommend to a friend

(780 total reviews)
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Ben Albert

Not enough data to show CEO approval

24% positive business outlook

Health Catalyst has an employee rating of 3.4 out of 5 stars, based on 780 company reviews on Glassdoor which indicates that most employees have a good working experience there. The Health Catalyst employee rating is in line with the average (within 1 standard deviation) for employers within the Healthcare industry (3.4 stars).

Reviews by job title

780 reviews
2.0
Apr 2, 2025
Recommend
CEO approval
Business Outlook

Pros

- Strong work / life balance - Remote

Cons

- Declining benefits (Gym reimbursement, changing health insurance plans, pay substandard compared to industry) - Poor economic leadership (company valuation has declined drastically) - Horrific communication across departments (Right hand doesn't know what the left hand is doing) - Layoffs at least every six months (What else to say on this? CEO announced this will be a recurring event each year) - No promotions / significant pay raises (Promotions have been on hold for almost 30 months)

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Health Catalyst Response
1y
Thank you for taking the time to share your perspective so candidly. I genuinely appreciate the honesty. You're right—at Health Catalyst, we strive to uphold our longstanding commitment to our operating principles of transparency, accountability, respect, and improvement. If any of those have felt diminished, that's something we take seriously and to heart. It sounds like you feel there are improvements we need to make, and I would love to connect 1:1 to learn more about your experience. As we have communicated openly with our team members during several all-team meetings and company-wide emails, we prioritize delivering differentiated value to our three key stakeholder groups—our team members, clients, and shareholders. This balance isn’t always easy to navigate, especially in a market climate that continues to be uncertain for many organizations, including ours. But we believe deeply that creating sustainable value for all three is what ultimately protects our independence and our future. You mentioned layoffs, and I understand the anxiety that uncertainty brings. While these decisions are never easy—and never taken lightly—they are a reality many large companies face as part of their annual planning. We recently completed our 2025 planning process, and I’m grateful to share that over 96% of our team member positions were deemed financially sustainable, including more than 200 new roles added over the past year. That’s not something we take for granted, and it reflects our ongoing investment in our team members. On the topic of compensation and benefits, we are actively working toward our goal of paying above-market rates, targeting the 65th percentile for all core team member roles, which make up nearly 90% of our workforce. While we’ve acknowledged this will take a few years to fully realize, it remains a key priority in each annual planning cycle. We also remain committed to our strong benefits package, which includes flexible PTO, 18 company-paid holidays, generous 401(k) matches, company-paid life and disability insurance, fitness, and home office reimbursements, online company-sponsored counseling and physical therapy, and education assistance of up to $10,000 annually. We know there is always more work to do in this area, and compensation remains a priority in our 2025 board-approved operating plan. I hope that the above-market base salary increase that you and every other core team member at Health Catalyst received in December 2024, of at least 5%, was meaningful and positive for you. And I hope the 2023 base salary increase you and other team members received of at least 5% was also meaningful for you. As for communication—we will continue to strive for consistent, clear, transparent communications, including in every month’s all-team member meeting, in every quarterly financial performance update, in every extended leadership team meeting we hold every other week, and in many other forums. We have leveraged these forums to consistently communicate with team members for well over a decade, and we know that the work of consistent communications will never be finished. If you’re open to it, I’d welcome a chance to connect 1:1 to hear more of your perspective and talk through any ideas you have for additional communication venues or topics. Insights like yours help us continue to evolve thoughtfully. Thank you again. -Dan Burton
1.0
Jul 13, 2022

Grand Ideas - Bad Execution

Recommend
CEO approval
Business Outlook

Pros

People are truly emboldened by the mission to change healthcare for the better. There is always some great innovation happening

Cons

There is too much focus on growth and innovation and not enough on execution. The day to day oversight is abysmal and there are never enough resources to get anything done. Resources are top heavy and focused on the next big thing leaving overworked and underpaid people to do the actual client servicing.

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Health Catalyst Response
3y
Thank you for your review and feedback, and for more than 3 years of contributions at Health Catalyst. I acknowledge there is always a fine line and a balance between growth and execution. Between building the new and implementing the current solutions with repeatability and scalability. We are working to find this right balance. We are investing heavily in new technology capabilities in 2022, while also investing our #1 strategic initiative around excellence in project management and on-time delivery. We're also focusing deeply on enabling every client to have a measurable goal for improvement, and then enabling that improvement to be realized, and I'm excited to see us on track in 2022 to have our best year ever in terms of enabling this scale of client improvement. But we always, always have room for improvement, no question, so we'll keep working on it. Thank you again for your contributions and feedback. Best, Dan
3.0
Jan 22, 2022

Still a good place to work, but trending in the wrong direction

Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

- Really great at being a remote-first company. - Mission of Health Catalyst is easy to connect with and get behind. - Great people across the organization that want to do excellent work. - Dan Burton is an exemplary leader. - They provide a lot of autonomy (sometimes too much). - They aspire to do world-class work and be a great partner to the companies they serve.

Cons

- New executive leaders lack alignment with the cultural values that have made Health Catalyst such a great company. - Pay is not at market and they don't have an effective, standard approach or process to promote/advance employees. It's highly dependent on your relationship with your manager and their standing in the organization. They are working on this, but they have a long way to go. - As they grow, they are really struggling to effectively scale their plans and processes across the organization. Employees often get lost in the middle and too many decisions that should be managed elsewhere are stuck at the top. They aren't building effective decision making across different levels of the organization. - They do a lot of acquisitions and lack a strategic plan for integrating the company and their products/services. This leads to a lot of confusion, duplication of efforts, and leaves employees uncertain about the future.

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Health Catalyst Response
4y
Thank you for this review and for the two years you spent at Health Catalyst! I hope you've found a career path and company that are working well for you. I appreciate you sharing the positives you experienced while you were at HCAT, including the connection to the mission, our aspirations, remote flexibility, and thank you for your kind words directed towards me. I also appreciate your feedback on areas for improvement. As new team members join the company, including new leaders, there is a balance between enabling these teammates embrace and adopt the operating principles, the cultural attributes, and mission-orientation of the company, and for the company to be open to new ideas and ways of doing things brought by those new teammates. This is tricky, and sometimes comes with some bumps in the road along the way, to be sure. We're working on the compensation element, diligently, and I'm excited about all the elements that are favorable to team members that are included in our 2022 operating plan. We'll keep working to provide competitive, above-market compensation every year moving forward, just as we have every year since our founding. The past couple of years have certainly presented unique challenges in that regard, and we haven't been perfect in our response to those challenges, by any means. But our intent has always been to do as much as we can, as soon as we can, to share the success we have with every team member at Health Catalyst. I also acknowledge the challenge any organization, including Health Catalyst, faces as we scale. Scaling from 5 team members to 50 was challenging. Then we faced different challenges scaling from 50 to 500. Now we're at 1,500 team members and contractors, and this kind of scale presents additional, and in some ways, more complex, challenges. This also includes learning how to effectively and seamlessly integrate teammates and technologies that come to us through acquisition. Also not an easy task. But we're studying these processes, seeking for continuous improvement, and are motivated by our mission to strive for excellence in order to keep moving forward to 5,000 team members and then 15,000 and then 50,000 and beyond. If we are to accomplish our mission we will need to be 100X to 1,000X our current size, so we will continue to carefully study how we can become better and better at scale. Thank you again for the two years you spent at Health Catalyst, and I wish you success in your current and future endeavors. Best, Dan
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