Health Catalyst reviews

I really appreciate your feedback, and find it very resonant, including your feedback about work/life balance. One of my personal regrets as a leader, about the year 2017, is that we needed to ask so many team members to stretch, in many ways based on our tough start to 2017 from a sales perspective -- something we had not adequately anticipated or planned for. It is clear to me that work/life balance suffered as a result, and I regret that I contributed to that difficulty by not anticipating that slowdown. I am ultimately accountable for not forecasting the slowdown we experienced, and I apologize for that. Then, as sales has really picked up, we've also needed to make progress towards financial sustainability, including progress towards profitability. This puts further pressure on team members' sustainability. Furthermore, we feel a desire to address and improve team member benefits wherever possible, including being responsive to relevant feedback about items like geographic pay differentials, and addressing some challenges regarding pay increases for team members who find themselves above the 75th percentile relative to benchmark, but these improvements also put pressure on our finances, which can then cause pressure on work-life balance as we need to ask more of our team members. I share some of these examples not in an effort to excuse myself or us as a leadership team for not making more progress regarding the sustainability of every position at Health Catalyst. I feel a great desire to make progress here, and I'm encouraged that we are building in some infrastructure-related mechanisms that I believe will make meaningful progress, starting now, and continue through 2019. One example has been our approval of new hires as soon as we can afford them within our financial sustainability framework. We will continue this practice, and this will especially help those in professional services to start to have a little more flexibility and help. We are also working towards a more balanced set of expectations around a team member's weekly work. For example, in our modeling we're asking finance to build in assumptions for managers that they need a requisite allocation of time to conduct regular 1:1s with every team member, to allow for training and education time, and enough time to participate in ATM meetings and other forums, all within a reasonable assumption of hours worked per week. My hope is that every team member, during a typical week, can accomplish their work and perform that work at a high level, in an average of 45-50 hours per week. I know that there will be some weeks where there are spikes, requiring more than this, but those should be balanced by time off to compensate for those spikes, and also complemented by company holidays and by other time off that team members should be enabled to recharge and renew. We will emphasize these concepts in our manager training, and we'll talk about this in our next ATM meeting, tomorrow. Thanks for bringing up this important topic, and thank you for your many years of contribution to the company. Best, Dan