Health Catalyst reviews

I'm very sorry to hear about your negative experience regarding hiring and promotion practices, as well as the work environment. I was further saddened after I saw that you had been at Health Catalyst for over five years, having contributed to our growth and success from when we were 1/10th our current size. If you would be willing, I'd like to visit with you 1:1 and better understand what has happened. If you were willing to visit I would commit to listen carefully, to be respectful of your wishes regarding confidentiality, and then go to work on problems identified. Your experience is something that should never happen at Health Catalyst. And the team member experience is my first priority as CEO. Thank you in advance for considering meeting with me. And thank you for the likely countless ways over the past 5+ years that you've contributed to the company's growth and success. I hope you'll give me an opportunity to try to address the problems you've experienced, and that you'll continue with us for the next 5+ years. Best, Dan

Thank you for sharing this feedback with us. I've read your comments a few times, and we've discussed your comments also in our weekly leadership team meetings, and they, coupled with some similar feedback received through other channels, have helped inform some decision and changes recently implemented. Let me share a few observations related to your comments. First, thank you for sharing your positive comments about your experience at Health Catalyst. I'm grateful to hear that your experience has been positive. We as a Leadership Team certainly want every team member to feel cared for, loved, respected and given autonomy to do the best work of their career. And we care about the loved ones of our team members as well. Thank you also for your specific and insightful feedback. Let me address each category of feedback. First as it relates to our "product" orientation, your comments are resonant and fair. Three years ago we were in a very different situation regarding the maturity of our technology products. It was critical for us to make a meaningful pivot and invest heavily in the development of the next-generation data platform, as well as to begin our investment in building true Health Catalyst software at the apps layer. Under Dale's leadership we've made incredible progress, and it's been exciting to witness the launch of the DOS platform and each of the apps suites that we've launched thus far (Patient Safety is next in June!). While I'm excited about all the progress, I acknowledge that we're still early in the journey to mature product leadership, including the buildout of the product management function and mindset, and maturing our approach to technology roadmap development and leadership. We are actively working on these areas. Regarding our status reinforcing the culture, I appreciate you sharing the concern around not allowing a "blame" culture to emerge. We've felt this concern as well. Our recent emphasis on learning from failure, as discussed in our two most recent All Team Member Meetings, led by Carl Anderson and Dale, I think is a step in the right direction. Further, I'm excited that we're incorporating "SOAP" (Suboptimal Outcome Analysis Process) learnings as part of every ATM meeting, to help us integrate learning from failure as part of our culture. And I am also hopeful that we will continue to make progress regarding our diversity efforts as a company. This is a personal area of focus for me, and I appreciated your reference to the article recently published on this topic, with the link here: https://www.linkedin.com/pulse/diversity-workplace-principle-driven-approach-talent-pool-dan-burton/ We will continue to make progress through a principle-based approach to diversity, including the principle of advocacy in situations where we need to accelerate our progress. Thank you again for your thoughtful, insightful feedback. Feel free to reach out if you'd like to discuss further. Best, Dan