Health Catalyst reviews

I want to sincerely thank you for sharing this feedback and for writing this review. I'm also really grateful for your contributions to the company's success for more than three years. I have read and reread your review several times, and want you to know that as I've considered your feedback, I sense the sincerity of your intent, to help the company stay true to its mission. I also find the tension that you highlight to be very real and relevant to us as we move forward. I also want you to know that I've spent multiple hours, engaged in direct dialogue with the most senior leaders of the professional services organization, including Tom Burton, Mike Doyle and Brant Avondet, on the topic you've raised around billable hours and its relationship to our mission and our focus on team member engagement. First I would share with you the belief that this is a topic we must stay vigilant and focused on -- we will never be "finished" with this topic, because it will require constant balancing and rebalancing between two competing, but long-term critical elements. The first is the mission of the company, and the central driving force in accomplishing the mission being team member engagement. That is my #1 priority as CEO and I encourage every leader and manager at Health Catalyst to view this as their top priority, because it is at the center of the flywheel and it enables us to accomplish our mission. But this has to be balanced against financial sustainability and scalability as well. This is where we are striving to find that right balance, and seeking to set a target for utilization of around 30 hours per week, on average, to achieve this sustainability, giving our clients a solid value for the work they ask us to perform, while also providing enough time for our team members to 'sharpen the saw' with the time above and beyond the average 30 hour a week longer-term objective. We also try to stay balanced in keeping the utilization objective as a good longer-term guideline, but to allow for short-term deviations to enable vacation time, holidays, unplanned situations, etc. But it is a tricky, ongoing balance and tension to manage. I know that our professional services leaders are focused on striving to achieve this balance, and that they are actively, consistently working towards this balance. I would invite you to visit with me or with any of these senior leaders to share more of your perspective, and ensure that we are understanding your experience deeply. I once again really appreciate your daily work, your contributions to the company's mission, and remain committed to striving to strike the right balance, and keep iterating to enable your experience to be sustainable, positive and engaging as a best place to work. Best, Dan

Thank you very much for sharing this feedback. I have read it and reread it, as there are some elements in this feedback that are critical to deeply understand and then ensure we address. Thank you also for your kind and encouraging words regarding the positives of your experience. Also, I appreciate your willingness to sacrifice for the company -- but I am also happy to share some good news with you. Last month as the board approved our final 2019 operating plan it included a salary increase policy change, that enables us to give every team member who is not on a performance plan a base salary increase, even those who are at or above the 75th percentile for their position. It won't be a huge raise -- likely around 1.5% -- but it's something, and it was important for us to find a way to include it, to recognize and express appreciation to every team member for their great work. So that will come for you as of January 1 of next year. I'm also really grateful for your long-term commitment to the company and its mission. Your deep engagement in the mission is at the center of our flywheel -- and it is central to our long-term success. Thank you also for sharing your concerns about upper leadership and the potential of being a bit of a 'boys club.' This is a dynamic that I am concerned about as well, as we do have a leadership team that, like nearly every other level of the company, includes only approximately 30% of its members who are female. The tech industry in general is even more skewed towards males. I also am concerned about the notion of a team member being hamstrung in their opportunities at the company based on only one person's experience. We have a stated performance management policy where we give team members a second chance for precisely this reason, among a few other principle-based reasons, including exhibiting the humility to recognize that when there is a performance issue, almost always we as a company could have done better in that situation as well. Furthermore, I want to share a deep personal view that it is critical that no one is untouchable, including myself and everyone else at every level of the company. It is critical that we be consistent in our commitment to the values of the company. And when we make a mistake, that we quickly admit the mistake, apologize, and work to fix it. This applies to me, to every member of the board and the leadership team and every other team member at Health Catalyst. Let me conclude with an invitation. Would you consider setting up a 1:1 with me to help me better understand these items so that I can be better informed in seeking to address any issues and enable our company and our leadership to improve? I would commit to you to keep our conversation private, and would very much appreciate the opportunity to better understand your perspective. Just reach out to Jenn Howard, my assistant, if that will work for you. Thank you again for your commitment to helping our company be successful, to helping us achieve the worthy mission of the company, and to being willing to stay committed to this mission long-term. Best, Dan