Worked in Revenue Cycle for nearly five years and experienced a significant decline in culture, morale, and operational support under current VP leadership.
Major concerns included:
unrealistic workload expectations during outages, system changes, and operational failures
constant pressure to “do more” without proper staffing, reporting tools, or workflow support
poor change management and repeated rollout of processes with little training or documentation
Keep hiring temps at a higher $ rate. VP is open to hiring new hires over what leads make $ wise.
inconsistent and reactive performance management
lack of recognition for employees taking on additional responsibilities during critical periods
increasing burnout, psychological safety concerns, and employee disengagement across teams
A recurring pattern was that systemic issues were addressed by pushing teams to work longer hours and absorb more manual work instead of fixing root operational problems.
The environment increasingly felt high-pressure, unsupported, and unsustainable. Over time, this contributed to burnout, erosion of trust, and a diminished sense of employee value and belonging.
There are many hardworking employees within Revenue Cycle, but stronger leadership accountability, operational support, communication, and employee retention efforts are needed. The removal of leaders who helped create a supportive and collaborative environment had a major negative impact on morale and retention. VP is the one who needs to be replaced as they are diving things into the ground.
