PocketHealth Reviews

- The Founders are acidic. They actively choose to not make product decisions which causes delays in shipping. They get frustrated with lack of progress so they lay off all of the product staff and say AI will do product now. Shipping still isn't happening because that wasn't the problem so they start enforcing AI usage quotas. That still doesn't work so they start RTO. All of this to try an fix issues that they could easily if they would stop figuring out ways to micromanage and instead focus on actually leading, making actual product decisions, and having a clear roadmap. - They are so disengaged that rather than understand what teams are working on, they would rather evaluate performance based on AI usage than actual output. They are monitoring each employees usage and if it is not high enough for them, they send managers to tell them to do more. - They are vindictive to anyone who is critical of any decisions made, will make public slack posts and will yell at people at their desks. - They make presentations stating that you need to be working overtime and how they think you should be working rather than any clear roadmaps. - They vastly over estimate their technical and social skills giving them the idea that any feedback they receive is just false. I made the mistake of knowing some of this but expecting that if I keep my head down and do good work that I would remain unscathed.

The culture is top-down and psychologically unsafe. Leadership — especially the co-founders — frequently project stress, shame employees in public Slack channels, and create an environment where dissent is unwelcome. Speaking your mind or offering constructive feedback is discouraged. I often felt uncomfortable sharing ideas or opinions due to fear of negative repercussions from leadership. Promotions are based on loyalty, not leadership ability. Most leaders mirror the same style as the CEO/CTO: reactive, unsupportive, and difficult to work with. Leadership roles are rarely posted publicly. Instead, they are quietly assigned to individuals seen as aligned with leadership’s views, with little transparency or opportunity for others to be considered. Autonomy is limited, and there’s a general lack of trust in individual contributors to make decisions without oversight. Compensation is below industry standards. Raises are minimal (often around 2%) and capped to once annually, even if the increase is just a few thousand dollars. Salary negotiations are discouraged and often dismissed outright. Bonus metrics are vague and not transparent — questions about them are shut down. Performance goals are often unattainable or outside of an IC’s control. Expectations extend far beyond standard working hours. Client-facing ICs are expected to engage with leadership late at night and travel outside of business hours with no lieu time. Despite promoting a “remote-first” culture, there is a strong push to return to the office — reinforced with frequent in-office events and catered lunches. It often feels performative, with thousands spent on pizza rather than addressing employee concerns. Despite being a healthtech company, wellness support is surface-level. “Unlimited” wellness days were taken away with no input. There is no phone or home office reimbursement. Parental leave is lacking compared to industry norms. The product roadmap lacks clarity and consistency. Priorities shift often and thousands are spent chasing ideas without long-term direction or accountability.