Pivot Physical Therapy Reviews

Where to begin? I should preface that I was an employee prior to the sale of Pivot to Athletico- it is possible that all of this behavior was elevated to further increase the sale amount of Pivot. However, I also saw these trends years before the sale, in which the behaviors magnified closer to the time of the sale. FYI, clinic directors are not eligible for profit sharing, however, there is incentive for a $10 bonus for each patient seen weekly after meeting the 55 patient/week cap. Upper management is micro-managing and unwilling to hear feedback from individual clinics unless it is supports maximizing profit. Concerns regarding staff, productivity and patient concerns fall on deaf ears unless it's in the interest of maximizing patient visits and money. Metrics are #1; granted, Pivot is a business, but without respecting people, you run a poor business. Referral sources are prioritized over the company's clinicians and employees. Referral sources are endlessly thanked for their support and business, given gifts, etc. Upper management and/or sales do little for the clinics who accommodate the high volume to keep up with sales' demands. Prior to pandemic, attending catered lunches with sales to market to physicians was a frequent occurrence, sometimes as often as once or twice a week. Multitudes of gift baskets taken to referral sources as a thank you, as is obvious on the company's various social media platforms. Getting approval to get reimbursed by area manager to treat staff to lunch is difficult. Aside from the occasional stale leftover pretzels that are delivered to the clinic as a thank you- a hollow, verbal thanks was all that was provided to the staff for working their tails off. More often, a depersonalized email sent to multiple clinics. There is no fair compensation of time for administrative duties, if stepping into a clinic director role. Still expected to perform all management duties- such as weekly area calls, regional calls as needed, OCATs, addressing concerns with staff, communicating with HR as needed for behavioral/performance issues, ensuring adequate staffing such as hiring and/or firing, managing clinic active caseload roster, marketing with sales team, answering to boss' (area manager's) needs, supporting students during their respective roles while in clinic etc. - while simultaneously treating a minimum of a full caseload. Still expected to meet full caseload productivity, 55 patients/week, with 5 of those ideally as evals (minimum) to support continued clinic growth. Heavily stressed that all patients are seen within 24-48 hours of referral, even if schedule is maximally booked and unable to handle further volume. Patients are still required to be seen within that timeframe, regardless of the fact that there is no space or time in which to schedule. Even worse, if you (as clinic director) try to take more of the brunt to eliminate burn out of your staff, you burn out even faster. Staff does not notice as they are already working as hard as possible, and are simultaneously burning out. In order to further gain staff to help with appropriate workloads for individual employees, original staff must be worked beyond full capacity for several months continuously to ensure appropriate staffing of clinic. Pushed to double book clients continuously, including Medicare patients. It is difficult to focus on the patient at hand, especially in that patients are not held accountable nor are you allowed to hold patients accountable to respect their appointment times. 40 minutes late? Work them in. Wrong day? Work them in. 3 hours early? Too bad, they are there. If you lose a visit in an attempt to correct bad behavior so patients take their appointments seriously in the future- and should management above you find out about this- good luck having "lost a visit". Clinician's time is not respected. It's all about the numbers. For those who do take a lunch break throughout the day, very rarely is a true break received as patients almost always run into this time. To get an hour lunch break, you essentially need to add an hour onto your day. However, as patient visits usually average about an hour, you will only receive 30 minutes of those 60 minutes, meaning you are giving the company even more of your billable time than what is necessary. Plan on going to the bathroom or having a snack during the workday? Just even take 5 minutes to collect your thoughts and give yourself a mental breather? Not happening. You're on and client facing the entire shift. To further improve individual compensation, or to assist clinician's in receiving a certain certification, oftentimes a stiped will be added as additional pay to base salary. DO NOT ACCEPT THIS AS IT IS A TRAP. A common stipend out there is for student loan reimbursement- for example, if you sign on to work at the company for x years, you will receive x amount for each year and your biweekly paycheck will be increased by x amount. However, these are often time frames that are unlikely to keep talent, in which you are contractually obligated to pay all of that money back; it is not truly compensation. Leave 3 years into a 4 year stipend contract? You'll be paying back those 3 years worth of pay you received, regardless of the fact that you negotiated it for more a fairer salary. This is also true for additional continuing education reimbursement- say you want to pursue a certification that will make you more marketable, or will improve your clinical skills. If you do not both complete that certification AND stay on for 1-2 years following the obtainment of that certification, you are also paying all of that money back. Do not get involved contractually beyond your base salary with this company. In regards to clinic director role, should you want to obtain further growth and upward movement, it is next to impossible. Area manager and regional manager opportunities are few and far between to come by. The clinic director position is often the ceiling for those at the company wanting to further expand into an administrative or business type role. Minimal to no upward growth.