Please note: These observations are shared with the intent of promoting reflection and positive change. My concerns are rooted in the desire to see Virta succeed while creating a sustainable and supportive environment for the coaching team.
• Despite emphasizing that coaches are “the secret sauce,” leadership’s actions often contradict these words. New ideas are welcomed only if they align with leadership’s preferences, creating an echo chamber that discourages authentic contributions.
• The recent performance evaluation process felt disconnected from the realities of day-to-day work. Input from those who know team members’ contributions and strengths best—the ones working closely with them—appeared to be missing. This left many feeling unsupported and overlooked, as it seemed like a missed opportunity to provide more accurate and meaningful feedback that could truly help employees grow.
• The morale in the coaching department is alarmingly low, driven by political dynamics and targeted behavior from leadership. Last year’s engagement survey was at least addressed with a public explanation, but this year’s glaringly poor results went completely unacknowledged—likely because they were too negative to spin. This lack of transparency further erodes trust between leadership and the team.
• Communication is siloed, with the coaching team feeling disconnected from the larger organization. Observing other departments highlights a stark contrast in morale and engagement.
• The workload, especially for those managing complex members, is overwhelming. Recent changes have limited opportunities for experienced coaches to work at higher levels, further demoralizing the team.
• Leadership has implemented surface-level solutions, such as hiring a dedicated HR agent for coaches, but concerns remain about impartiality due to preexisting relationships with senior leaders.
• Many tenured coaches feel sidelined, with a noticeable shift in focus toward bringing in new hires rather than investing in the current team. One thing overlooked that I am often amazed with is the diverse background of our coaching team, from complex behavioral health and mindset backgrounds, nutrition, athletic performance, specific GI disorders/knowledge, RDNs, and more…it’s truly incredible and something that sets Virta apart. However this is diminishing due to people feeling undervalued, not cared for, worried, or protective of themselves and ideas.
• A concerning emphasis on image over substance. Glassdoor reviews seem to be handled as PR rather than opportunities for genuine growth. The focus appears to be on controlling the narrative rather than addressing the root causes of dissatisfaction. If member feedback were handled this way, it would be unacceptable—and the same standard should apply to internal concerns. For example, other department employees leaving glowing reviews to bury the negative ones (look at the timing as it’s interesting and pretty clear evidence of this.)
•Transparency needs significant improvement. As mentioned in the Pros section, there’s a critical need for leadership to improve transparency around decisions, promotions, pay, and the overall direction of the coaching team. Without this, trust and morale will continue to erode. For example, we do not need to know the details of all budgets, but providing content to salary decisions (IE preventing layoffs due to the phase of growth we are in, how precarious certain contracts can be, upcoming projections etc) can go a long way. This is an example, not to be used as an excuse or to deflect from the issues above.
