Pros
* Mission to identify and reduce fraud, waste, and abuse in healthcare claims is meaningful and valuable. * Dedicated engineers who want to improve processes and technology. * Initial efforts to adopt Agile and standard industry practices.
Cons
* Outdated Tech Stack: Heavy reliance on obscure systems like myDBR over widely used, maintainable technologies. Proposals to modernize tech stack are consistently rejected (e.g. using Source Control like Git, moving to Cloud). * Failure to Deliver Key Projects: The long-promised Data Warehouse project has been repeatedly restarted with new contractors for over a year, with no tangible progress or lessons learned. * Untested Production Changes: CTO directly codes in production without testing or communicating changes with the tech team causing recurring production issues and urgent fixes being pushed onto engineers to resolve. * Dismantling of Agile Framework: Team workflows using Agile methodologies were dismantled without team input, creating confusion, redundancy, and wasted effort. The replacement workflow assigns tickets from a leadership-created priority queue to the next available engineer, regardless of context or complexity. Retrospective meetings were dismantled, preventing engineers from providing candid team feedback to improve processes. * Toxic Leadership: Leadership behavior includes inconsistent feedback, shifting expectations, and lack of support. Leadership focused only on delayed tickets and cut 1:1s short when no negative feedback was available. * Dismissive of Stakeholder Input: Tech management assumes they know best and treats stakeholder perspectives as mere opinions. * Questionable Performance Management: Performance Improvement Plan included areas of improvement with no supporting evidence, new expectations & issues first raised in the PIP document, and requirements that appeared to be designed for failure. Termination occurred before the plan’s completion and without full opportunity to address concerns.