Frequent Pivots, Heavy AI Push, and Operationally Reactive - Director Everly Health Employee Review

The organization lacked structure and long-term strategic consistency. Direction shifted frequently, often quarterly and at times monthly. Priorities were driven by sales activity and large enterprise client demands, resulting in reactive decision-making and constant pivots across teams. Strategic focus centered on payer and enterprise contracts rather than patient experience or clinical outcomes. Cross-functional alignment between sales, product, and operations was poor, creating inefficiencies and repeated last-minute demands. The product team was consistently understaffed. Turnover during my tenure was high, and other teams were expected to absorb the workload without additional resources or compensation. Compensation was below market relative to comparable roles in health tech, especially given the scope, pace, and responsibility required. Pay did not align with expectations. Work-life balance was effectively nonexistent. Ten to twelve hour days and weekend work were common in order to keep up with constantly shifting priorities and multiple simultaneous “high priority” initiatives. AI adoption was mandatory across all roles. Employees were required to build and implement AI-driven solutions regardless of technical background. AI projects were incorporated into performance evaluations and bonus structures for all employees. Non-technical staff were expected to create AI solutions as part of their job performance criteria. During my time at the company, there were multiple rounds of layoffs, including one reduction impacting over 30% of the workforce in the middle of the holidays. These layoffs occurred during ongoing product pivots and increased automation initiatives. Entire consumer-focused teams have been eliminated as part of restructuring efforts.