Health Catalyst reviews

As a start-up in the challenging healthcare environment, things are always changing and trying to meet the new challenges and opportunities does mean you need to be adaptable Scaling culture is hard and getting the "water to the end of the row" can be challenging and it is uneven at times in how implementation happens.

Catalyst is a very high-growth company and that can lead to many challenges. The department of which I am a part has doubled in size in the last year (roughly 65 to 130 team members). Because of this rapid growth it can sometimes feel like we are running around with our hair on fire. The infrastructure/operations team has done a great job, but there are too few of them. Catalyst has been a place that has always emphasized a flat structure, but I don't think it is working as well as a more traditional hierarchical structure would work. I would like to see more investment in operations roles, leadership roles, and training for both leaders and individual contributors. To be fair, I have heard that some of this should be coming in 2019. Management's commitment to employee satisfaction is a double-edged sword, often management is too lenient/not engaged in leading the troops (this could be due to the aforementioned "hair on fire"). There are those among us who I would designate as not the right fit for Catalyst, perhaps as much as 10-20% of team members I have encountered. These are individuals who are either don't "get it", don't "want it", or don't "have the capacity to do it". In many cases these are individuals that do enough to avoid major criticism, but not enough to make our company great. I would love to see more of an effort to coach these individuals up or out. Finally, I would like to see mid to low-level managers connect the day-to-day work more to the mission/strategy of the company. In the services organization it is easy to lose sight of the big picture as we are stuck in the day-to-day minutia. The thing that makes our company different is our mission. Leaders should have clear understanding of how the work of their team contributes to the mission. Likewise, decisions should be made (and probably are) to support the senior leadership's strategy; these decisions should be thoroughly explained through that lens so that the rank and file can understand why they are being asked to do what they are being asked to do. Also, this cuts both ways and the rank and file should ask questions until they understand why.