Health Catalyst reviews

Thank you for sharing your experience so openly. I appreciate your kind words about the team and our leadership approach during your time here. I understand your concern about periods of underutilization and the impact that can have on personal and professional growth. As one of our key cultural attributes is continuous learning, I’m saddened to hear that you didn’t tap into the programs we have in place to enable this growth, including our $10,000 annual education allowance for manager-approved activities, including tuition, professional development, and conference attendance. In addition, our team leaders host annual career planning sessions, where managers and team members collaborate to assess progress, set goals, and explore opportunities for advancement. These sessions help align individual aspirations with career opportunities, with the goal to foster a supportive environment where our team members can thrive. It is also unsustainable from a company perspective for team members to not be fully engaged in the important work we have committed to complete for our clients. I understand that from your experience, having you underutilized was not good for you, but it was also not good for the company and not consistent with what we as a company expect from each team member who commits to bring their best to their work and to be deeply engaged in the work at hand. In addition to the annual reviews we have in place, we always encourage our leadership and extended leadership team members to regularly connect with direct reports during 1:1s to give team members the opportunity to voice their concerns and hopefully resolve them. While we aim to build a workplace where our team members can grow, I am confident there are ways we can improve here, and I appreciate you bringing this to light. We’re continuing to work on aligning opportunities more effectively across the organization and encouraging a culture where feedback, accountability, and thoughtful conflict are welcomed. This accountability is required of everyone, including every team member, and we would expect each team member to speak up and proactively work to add value to the company if they find themselves underutilized. On compensation and benefits: we remain committed to reaching above-market pay, targeting the 65th percentile for all core team member roles, which make up nearly 90% of our workforce. As we’ve shared, this is a multi-year journey, but one we revisit and prioritize with every planning cycle. We provided every core team member with an above-market base salary increase of 5% in December 2024, in support of our commitment to competitive compensation. While the uncertainty around potential workforce reductions is difficult, it’s something most large organizations face as they plan responsibly for the future. I’m grateful that, following our most recent planning cycle completed in February, over 96% of team member roles, plus 200+ new positions added in the past year, were deemed financially sustainable. That level of stability is something we’re working hard to maintain, even amid broader economic challenges. Thank you again for sharing your thoughts. I wish you all the best in your future endeavors. -Dan Burton

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