I did not like working at Lyra Health. - Recensione dipendente - Blended Care Therapist presso Lyra Health

1,0
29 dic 2023
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Salary, generous PTO, Benefits, Flexible Schedule

Svantaggi

I was a Blended Care Therapist that worked at Lyra Health. I felt that the caseload every week was high. If you don't have at least 27 clients per week; you don't get a bonus. There is a lot of pressure on data. If your client doesn't improve; you don't get a bonus. There was a lot of pressure from my manager to discharge the client as soon as possible. Therapists would get a bonus for every client that was discharged with a positive outcome. I felt that I was micro-managed for positive data numbers. Data was pushed heavily. I did not think that the recording therapy sessions was ethical. Therapy session were recorded. Lyra put a lot of pressure on me to get my clients to consent to having their therapy session recorded. Obviously, the clients had to consent to this. We were evaluated on how many clients said yes to having their therapy session recorded. Managers would then review the video session and give the therapist feedback. Obviously, a lot of my clients said NO because who would want to be recorded talking about personal trauma, or things that you are struggling with.

Esplora altre recensioni su Lyra Health

5,0
29 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

The mental health benefits, good pay, good training, supportive team

Svantaggi

None really pretty decent perks

1,0
28 mag 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Good benefits, Remote work, friendly colleagues willing to provide additional support

Svantaggi

The company is clearly ambitious in its goal to become a leader in the mental health industry, which is admirable. Unfortunately, that ambition often comes at the expense of the wellbeing of its own workforce. Customer Success Managers are consistently stretched beyond sustainable capacity, with leadership citing “business needs” as justification for dramatically increasing account loads without corresponding compensation adjustments because the company is not yet profitable. What has been especially discouraging is the inconsistency in compensation transparency. Employees were encouraged to transition into higher-revenue customer segments with the expectation of increased compensation, only to later be told those moves were considered “lateral” and therefore not eligible for pay increases — despite repeated messaging that compensation is tied to the revenue size of a Book of Business. This has understandably led to low morale, burnout, and a growing lack of trust in leadership. Management frequently acknowledges workload concerns and states they are working toward better processes, yet teams continue to absorb increasing responsibilities with limited clarity, evolving expectations, and ambiguous workflows. Employees are often expected to independently navigate new processes without adequate guidance, while mistakes are met with criticism rather than support. The result is a culture where pressure consistently outweighs psychological safety. It is disappointing to see a company built around improving mental health struggle to meaningfully prioritize the mental wellbeing and sustainability of its own employees.

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