Great Environment for Development and Growth - Director of Business Development Sibel Health Employee Review

There's a lot to like here — many talented colleagues, genuine care across teams, and HR making a genuine effort to engage with employees and actually respond to their needs. When people are empowered to solve problems together, they do.

The challenge is at the top. CEO and CTO leadership have been consistently difficult to navigate. There's a pattern that's hard to ignore: the best collaboration happens when senior leadership steps back or responds to a crisis rather than driving the work. That says something important. Trust has eroded over time — not from one big moment, but from a slow accumulation of promises that didn't land, communication gaps, questionable behavior, and a disconnect between what's said in company-wide meetings and what people experience day to day. Employees want to believe in the direction. Many of us came here because of Sibel's mission. But belief has to be earned through behavior, not just messaging.

Fast-paced environment with opportunities to take ownership early on. You can get exposure to end-to-end work and collaborate closely with cross-functional teams. If you’re proactive, there are chances to move quickly and ship work.

Long hours and effort are not always recognized or rewarded. Leadership lacks experience in people management, with many managers being early in their careers and new to managing teams. This often results in inconsistent expectations and, at times, a lack of respect in communication. Promises around growth and progression were not always followed through, which made it difficult to build long-term trust. While there is an emphasis on ownership, the overall team culture does not always support or recognize meaningful impact.