I went back and forth on whether to write this review, but after several years with the company, I feel it’s important to share my experience.
When I first joined, Jukebox Health felt like an organization genuinely focused on improving lives through home modifications and empowering occupational therapists. Unfortunately, over time I witnessed a significant decline in communication, organization, and leadership alignment with the clinical teams performing the work.
During my nearly four years with the company, I reported to five different managers. As leadership changed, communication between company leadership and the OT contractor network became increasingly limited. Positions that were previously filled by occupational therapists with direct knowledge of home modifications and clinical operations were eventually replaced by individuals without OT, home modification, or healthcare backgrounds. This created a growing disconnect between decision-makers and the clinicians they were overseeing.
One of my biggest concerns was the approach to hiring and onboarding. While the company did make efforts to improve its training program, new clinicians were often hired with little or no experience in home modifications, home health, or related practice areas. Earlier in the company’s growth, there was a strong emphasis on recruiting experienced OTs with relevant certifications and specialized knowledge. Toward the end of my tenure, speed of hiring appeared to take priority over experience and preparedness.
In addition to conducting home visits, I became heavily involved in clinical operations, including interviewing and evaluating OT candidates. I frequently raised concerns about hiring clinicians who lacked foundational experience and would require substantial mentorship. While I was encouraged to provide additional support to new hires, my hours remained capped and my workload continued to expand. Over time, I absorbed responsibilities from multiple departing colleagues without additional support, resources, or increased hours.
The result was a constant cycle of managing urgent issues while trying to support a growing network of clinicians. Many OTs expressed confusion about company processes, uncertainty about who to contact for support, and frustration with limited communication from leadership. New hires were often left waiting extended periods for visits, equipment, or access to necessary systems. Questions and concerns frequently went unanswered for weeks.
As one of the primary points of contact for clinicians, I spent a significant amount of time fielding concerns, troubleshooting problems, and providing clinical guidance. Unfortunately, many of the recurring issues raised by clinicians were never meaningfully addressed despite repeated escalation. Many clinicians also felt disconnected from company leadership, with limited opportunities for direct communication or engagement with executives despite being the individuals delivering the core service. As the company grew, the gap between leadership and the OT network seemed to widen, leaving many clinicians feeling unheard and unsupported.
What disappointed me most was that I joined the company because I believed in its mission. I wanted to help people age safely in their homes, support occupational therapists entering the home modification field, and contribute to building a strong clinical culture. I worked hard to advocate for both clinicians and clients throughout my time there.
I also advocated for my own role. Despite taking on responsibilities that extended far beyond traditional contractor work, I remained classified as a 1099 contractor throughout my employment. My requests for greater stability and alignment between my responsibilities and employment structure were ultimately unsuccessful.
My employment ended abruptly during a one-on-one meeting, with access to company systems being removed immediately. After years with the organization, I was disappointed not to have an opportunity to properly transition my work, save educational resources I had created, or say goodbye to colleagues.
Unfortunately, this was not an isolated incident. During my time with the company, I witnessed multiple colleagues be separated from the organization in a similar manner, often with little warning and minimal opportunity for transition or closure. In several cases, responsibilities were immediately redistributed to remaining team members without additional support or communication regarding the change. While workforce changes can be necessary in any organization, the lack of transparency surrounding these departures contributed to uncertainty, low morale, and a growing sense of instability among employees and contractors.
No organization is perfect, especially during periods of rapid growth. However, I believe successful healthcare organizations require transparency, strong communication, respect for clinical expertise, and meaningful support for the professionals delivering care. In my experience, those qualities became increasingly difficult to find at Jukebox Health.
It’s unfortunate because this was once what I considered my dream job. I learned a great deal during my time there and remain passionate about the field of home modifications. However, based on my experience, I would not recommend the company to occupational therapists seeking strong clinical leadership, clear communication, or long-term professional support.