Generous, Transparent - Recensione dipendente - Account Executive presso MCG Health

3,0
14 set 2024
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

The people at MCG are remarkably talented. There’s an extreme amount of breath and depth of industry knowledge, and that creates a healthy culture of collaboration.

Svantaggi

A relentless drive to keep processes, people, and software infrastructure that needs replacing. There’s a widespread false hope that things & people can be fixed, but it’s in everyone’s best interest to let go.

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5,0
4 feb 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Highly focused vision and great culture of transparency!

Svantaggi

Unpopular opinion, but I wish we worked more in-person

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Risposta di MCG Health
3mo
Thank you for your thoughtful feedback! We’re really glad to hear that our focus and commitment to transparency are resonating. That’s something we care deeply about and continue to invest in. We also appreciate your perspective on in-person collaboration. We recognize that different working styles suit different people, and we’re always exploring ways to create meaningful opportunities for connection while maintaining flexibility for our team. Feedback like yours helps us strike that balance. Thanks again for sharing your experience!
2,0
12 dic 2025
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

strong and meaningful mission and has historically been a respected leader in our field. Some talented engineers and operators care deeply about the product and customers.

Svantaggi

Over the past few months, engineering leadership (new CTO especially) has made disruptive organizational and process changes without adequately understanding existing workstreams, dependencies, or operational realities. Critical hires were blocked or reshaped under a “startup mentality” without clear analysis of actual team needs, and a central operating team we all relied on across engineering was dismantled with no due diligence, transition planning, or communication, creating gaps in ownership and support. Rigid, consultant-driven “SAFe” frameworks are being introduced without evidence they would improve delivery or reliability. Leadership has shown little willingness to incorporate new information or adjust course when presented with concrete risks, raising concern that engineers will be held accountable for outages caused by top-down structural decisions. Together, these changes increase the risk of customer-facing support issues and both technical and professional instability.

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