1. Leadership is a Puppet of Private Equity
While there is an "Executive Leadership Team," it is clear they are not in the driver's seat. Since the acquisition, the final say resides entirely with Thoma Bravo and Madison Dearborn Partners (MDP). The strategic direction is no longer about healthcare innovation; it is about maximizing short-term ROI to facilitate an eventual exit.
2. Cost-Savings Over Strategy
Almost every current initiative is driven by a "cost-savings" mandate rather than a "value-add" one. While some of these efficiency-focused projects are technically sound, the pace of implementation is reckless. Management is pushing these changes at a speed that the remaining workforce simply cannot sustain, leading to widespread burnout.
3. "Chainsaw" Layoffs vs. Surgical Precision
The February 2026 layoffs were not "surgical"—they were a blunt-force trauma to the organization. Entire teams associated with customer support and client satisfaction were decimated. These weren't redundant roles; they were the frontline defenders of our reputation.
4. Total Lack of Transparency with Clients
Perhaps the most alarming part is the "shadow" nature of these cuts. Clients are not being notified when their primary points of contact are let go. This leaves both the customers and the remaining internal teams to scramble and pick up the pieces in the aftermath. Unsurprisingly, client dissatisfaction is at an all-time high, and they have every right to be frustrated.
