Health Catalyst reviews

3.3

41% would recommend to a friend

(184 total reviews)
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Ben Albert

42% approve of CEO

24% positive business outlook

Reviews by job title

184 reviews

Reviews about "Compensation"

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2.0
Apr 2, 2025
Recommend
CEO approval
Business Outlook

Pros

- Strong work / life balance - Remote

Cons

- Declining benefits (Gym reimbursement, changing health insurance plans, pay substandard compared to industry) - Poor economic leadership (company valuation has declined drastically) - Horrific communication across departments (Right hand doesn't know what the left hand is doing) - Layoffs at least every six months (What else to say on this? CEO announced this will be a recurring event each year) - No promotions / significant pay raises (Promotions have been on hold for almost 30 months)

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Health Catalyst Response
1y
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
3.0
Mar 11, 2025

Everyone gets merit increases

Anonymous employee
Recommend
CEO approval
Business Outlook

Pros

Everyone gets merit increases, unless on pip. Unlimited PTO at the time.

Cons

Everyone gets the same merit increase, no matter how you perform.

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Health Catalyst Response
1y
Thank you for taking the time to share your feedback. I’m glad to hear that merit increases, and our PTO policy were positive experiences for you. We strive to offer competitive and equitable benefits that support our team members’ well-being and work-life balance. I also understand your concern regarding merit increases. While our goal is to ensure consistency and fairness in compensation, we recognize the importance of rewarding high performance. As has been the case at Health Catalyst, our team members who perform at the highest levels often qualify for promotions more quickly, and those promotions often include meaningful base salary increases. In addition, team members who exhibit extraordinary individual performance will continue to be eligible for spot bonuses and RSUs granted in recognition of this exceptional performance. Feedback like yours is valuable as we continue to assess and refine our approach. Thank you for your contributions to Health Catalyst while you were here, and I wish you continued success! Best, Dan Burton
1.0
Feb 12, 2025
Recommend
CEO approval
Business Outlook

Pros

The pros of Health Catalyst are probably similar to other large organizations or bureaucracies. - Decent compensation - I always felt I was adequately paid for the work I did - Decent benefits - Although this has started to change, in general I thought the benefits were still good, if fairly standard - Remote-first - You're able to work from home/anywhere in the US (occasionally abroad, depending on certain factors).

Cons

Sadly, I would not recommend anyone to join Health Catalyst; my experience was one of consistent frustration and disappointment, leading to my departure as soon as I could manage it. In no particular order: - Technology - Much of HC's tech stack is antiquated, and the migration to the "new-and-improved" platform that was promised still has not materialized. As others have noted, this means that you will be WAY behind the curve when applying to jobs at other companies in the future. HC also heavily relies on in-house tools, rendering huge portions of their codebase and software opaque and difficult to understand, even for the people who work with them every day. - Management - Senior executives and leaders pronounce a largely positive message that conflicts jarringly with the struggles of lower-level employees and individual contributors. Turnover among the C-suite and SVPs contributes to a sense of the company being rudderless. Direct managers and team leads often are unable to manage conflict that is sometimes necessary, and many don't seem to possess much expertise or experience beyond simply having been at HC for a long time. - Culture - HC's culture (or lack thereof) always baffled me. Despite professing to be a remote-first company, there was little thought given or effort made to create and grow relationships among team members. For example, most people don't put their cameras on in Zoom meetings; even if mine is on, everyone else remains a faceless name on a screen. HC's focus on ideas like "assume positive intent" have unfortunately morphed into an extreme aversion to conflict and tough conversations. Managers may acknowledge challenges and problems in private, but then there will be no follow-up or action to actually address them. Speaking from personal experience, I was promised that things would change over and over again; eventually, you realize they won't and decide to leave. - Business and organization - Even in my short time at HC, I saw at least 4-6 companies acquired under varying rationales. It was never clear how the companies were meant to integrate with what were supposedly HC's core technologies and products, or how the company meant to develop its new platform when so much money was going to acquisitions. Similarly, despite having enough money for a 5% company-wide raise and acquisitions at the end of 2024, January 2025 saw another round of layoffs, the third in less than two years. I never quite learned what exactly it was HC did, and I have no idea what exactly they're hoping to do in the future.

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Health Catalyst Response
1y
Thank you for your comprehensive feedback. And, thank you for the time and work you put in as a team member of Health Catalyst. First, to address your concern about an outdated tech stack, I am excited about the progress we have made with our next-generation data and analytics platform, Ignite, to ensure that we are using the latest, best-in-class technology in our work with our clients. I’m encouraged by the progress we have made with Ignite since launching the new platform a year ago. Ignite is part of an integrated solution, driving outcomes in our five key focus areas and supporting the success of our applications and accelerators. The strategy we are executing against positions Ignite as a central element of this integrated approach, highlighting its potential to stitch together multiple offerings and drive incremental value. Going further, we believe that to bring the best solutions to our clients, we must create and maintain in a more modular fashion across all our technology products. I find it truly exciting to take a fresh look at all the amazing work that has been done, much of it embedded within vertically integrated products, and then imagine a new innovative future where we have horizontal capabilities "plugging and playing" across many cohesively packaged business solutions that can be rapidly deployed to clients. This exciting work is kicking off in earnest now and will extend into our 2025 execution. Next, I recognize the difficulties of building connections in a remote-first culture. We have heard from some team members that collaboration is more difficult being remote, and there is value in “connecting” live rather than by Zoom. But, for the most part, continuing to be remote-first works well for us—our team member engagement continues to be high. In our most recent Gallup survey, we ranked in the 94th percentile. I would be remiss if I didn’t acknowledge and share my gratitude for the community-building efforts of the leaders of our affinity groups, each offering regular, meaningful opportunities to connect. I also want to acknowledge that there is tension, and sometimes tradeoffs required, as we try to find a balance in providing value to each of three stakeholder groups – team members, clients, and shareholders. The past few years have certainly been challenging to navigate, and I’m confident that we, as a leadership team, have not been perfect in that navigation. We remained committed to acknowledge, with transparency, both the positives, as well as the negatives, with a goal not to be hollow or to put a corporate spin on our communication. I’m sorry to hear that you felt our communication didn’t fully achieve our goal. We’ll keep trying to become better, which includes working to better address both the challenges and the reasons for optimism. In addition, I wanted to address your advice that we should find more opportunities for professional growth. I want to share that promotions are still considered as needed, with a bias toward promoting from within. I am grateful we’ve seen nearly 900 promotions-from-within occur at Health Catalyst over the past 3 ½ years. Again, I appreciate your contributions to our success and the thorough feedback you provided for us to consider. I wish you all the best in your next chapter. - Dan Burton
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