Clarity WAS once a very people and that culture was a big part of what made it special. However, as the company grew rapidly and began acquiring other companies, there has been a noticeable shift. The culture no longer feels as people-centered as it once was.
I’ve seen long-tenured employees, those who helped build Clarity into what it is today, be laid off. While some of this may be influenced by the broader economic environment, the way these transitions were handled felt inconsistent with the company’s earlier values. For example, severance packages were either minimal or nonexistent, even for employees with more than five years of service.
There have also been concerns around favoritism and a decline in professionalism in certain areas, likely influenced by the integration of multiple company cultures. Additionally, while individual contributors are held accountable, there appears to be a lack of accountability at the middle management level. In some cases, responsibility is pushed downward, even when contributors are actively trying to communicate risks or solutions.
Another noticeable change is that many of the leaders who originally helped build Clarity are no longer in the same positions, some have left, while others appear to have less influence than before. This shift in leadership presence and leverage has impacted both the culture and overall direction of the company.
Finally, some benefits have been reduced over time. For instance, HSA contributions have decreased, which reflects the broader shift in how employees are supported.
Overall, while Clarity still has many talented and dedicated people, the culture has changed significantly from its original people-first foundation.