Quartet Health Reviews

I'm not sure where to start. I really waited a while to write this review because I didn't want a horrible experience to cloud the objectivity that can and should come with time and distance. Not only was my own entrance/tenure/exit story personally and professionally demoralizing, but I stayed in touch with many current employees and have now watched similar scenarios play out for several other former employees. This is not a one-off. It's a systemic virus. Already said in other reviews, but bears repeating: - Leadership team is high on self-esteem, low on leadership competence, behavioral health experience/expertise, and strategic vision. I watched several execs churn out of the leadership team; which also created much chaos. CEO can be pretty unaware of how he comes across, careless with his words, and I've watched other execs have to clean up the mess left behind. - Longtime employees are so broken and caustic they become pretty unaware of how they impact newer employees and team members with their survival behavior (backstabbing, outright verbal assault, passive aggression). But they know well how to curry favor with their exec team. It's mostly all they do. - It's early, but the outcome data is not compelling. I can't overstate the enormity of what Quartet is trying to accomplish, but they're not there yet. This will make sales campaigns tough to open and close successfully. Regarding sales, it's a battle on two fronts. If Quartet sells to a health plan, it's a separate negotiation process to get access to provider networks that are owned by large health systems. This can really delay implementation. - Speaking of execution, there seemed to be an unwillingness to listen to the realities of operations on the ground and a recognition that healthcare is super local, and that that context matters. This resulted in so many unnecessary fires having to be put out (i.e. many Medicaid patients referred to Quartet and having no behavioral health providers who take Medicaid to accept them...this is pretty basic stuff). - HR/People was a fairly useless function in terms of performance management, professional development, or even objective recourse to present and resolve grievances. But that was before they hired an HR executive, so hopefully that has changed.

These days Quartet is an established company with established practices that's capitalizing from a startup shininess. We have raised 47 million dollars, brought in veteran leaders from elsewhere to establish guidelines, and solidified departments. Within the company, "growing pains" and "slip ups" are still used as deflective excuses from management members who are fearful of job stability. Management also has little experience in mental health, which is troublesome considering there's 47 million dollars of faith that this will work. Issues are glossed over at Town Hall meetings and it feels like Quartet is trying to create a snowglobe to live in. There's a major issue with personnel that's been growing for some time now: an employee is either "in the know" or "not in the know". Concerns are rarely communicated clearly within the company, and "in the know" employees are generally evaluated on looser standards than those "not in the know", resulting in promotions not necessarily based on work performance. Quartet has grown very quickly and drama is adding additional layers of difficulty, which have nothing to do with the company's mission. Employees are afraid to bring up problems for fear of upsetting an "in the know" member and jeopardizing our jobs. Management members are worried about their positions. When Quartet was originally hiring, the requirements were lower for the experience required to be higher on the organization chart. Now that veteran management are being brought in from elsewhere, management from 1+ years ago are worried, which is resulting in a toxic environment to protect their jobs and embellish their experience. In the office, it feels like patients come last and power struggles first.