LegitScript reviews

Roles/Company Structure: It was only in the past two years that upper management created more defined paths for career growth. With these paths being so new, and with many leadership members working beyond their bandwidth, said paths and roles still lack the type of definition that gives a sense of stability. On one hand, this means motivated individuals can really shape their roles into what they want them to be. At the same time, the fuzziness of not knowing what to expect can be extremely stressful, and thus this environment is not for everyone. I don't think this will be the permanent state of things. After all, LegitScript is only 11 years old, and the company structure is trending in a solid direction. I'm willing to weather the hard times, foggy as the future may be, because of all that is good about this place. Compensation: Please bear in mind, this opinion is specific to the analyst side of the company since my feedback is based solely on my experience. It seems like competitive pay may be tough for upper management to assess because they are understandably busy, less entrenched in ops, and therefore more detached from what constitutes an analyst's day-to-day responsibilities (which vary by program and role). Market comparisons could be skewed by the unique nature of what we do. Raises that accompany promotions are unknown. These observations directly relate to the current feeling of uncertainty and the need for more role definition within each program. It makes it hard to know how to work toward a promotion, or whether that work will be worth it, when the reality of the responsibilities and benefits is unclear. I believe that leadership knows about, and is considering how best to address, this issue. Technology: We have great tools but could be exponentially more efficient with even better ones. Our engineering team is amazing! They're cranking out a crazy number of new features while maintaining the existing products. I don't really know how much can be done about the need for more tech resources at present, and I do think upper management is keenly aware of how key this department's expansion is to our success. Training Time: A solution for this has already been initiated, but the time it has traditionally taken to train a new analyst is not going to be sustainable at the rate we're growing. The training team and program analysts have been holding things together. I'm afraid this has contributed to burnout.

Clear case of right-hand not knowing what the left-hand is doing. The departments are so silo'd that nobody knows whose driving the decision making. Directors are always in closed door meetings, and rarely report out any major decisions. Company is doing great things, but they have poor PR. You'd think they would be in the spotlight of a lot of news stories that are related to how we are trying to get the opioid epidemic under control. At least get your brand out with the local media when they are running these types of stories. Very top down approach. The people on the ground floors often have no idea where the work is coming from, or what's coming next. Departments are splintered, and have poor collaboration. For a company that is so small you would think people would be in the loop. Leadership is not authentic. Company meetings are read from a queue card, as not to say anything wrong, and the entire interaction is just awkward. When there are consistently very few, or zero, questions to the group you might want to think about the culture a little more.