Gravy Train: Officially Derailed - Mitarbeiter (anonym) bei Color: Mitarbeiterbewertung

2,0
4. Mai 2023
Mitarbeiter (anonym)
Empfehlen
CEO-Befürwortung
Geschäftsprognose

Pros

Pays well, or at least it did — new hires might be back down to reality. Company still has a nice Silicon Valley sheen on your resume.

Kontras

Color is everything that’s wrong with Silicon Valley getting into healthcare. What started as a novel genomics company who then hitched a ride on Covid-19 has progressively devolved into a bunch of Sales-lead quasi-healthtech wannabe McKinsey types running the show with little to no real-world understanding of how healthcare delivery actually works in America — yet they feel entitled on telling anyone who will listen how “healthcare can be fixed by Color” i.e. by employers giving their employees colon cancer tests (“high-fives all around, we did it guys!”). Everyone there in director level and above is also high on each other’s supply — of sniffing each other’s farts full of entitlement and healthcare buzz words. One month the flavor will be essential care, then behavioral health, and so on with the common denominator that: 1) they all stink, 2) make no profit, and 3) that another company already does it way better. If you’re still there, ride that inflated salary until the wheels fall off. If you’re thinking of working there — well this train derailed a long time ago friendo.

Mehr Bewertungen zu Color entdecken

5,0
18. Juli 2025
Empfehlen
CEO-Befürwortung
Geschäftsprognose

Pros

Insgesamt habe ich meine Zeit wirklich genossen. Das Personal war großartig, die Mission war spannend und die persönliche/berufliche Entwicklung wurde gefördert und unterstützt.

Kontras

Ich wurde zusammen mit vielen anderen leider entlassen.

2,0
19. Mai 2025
Empfehlen
CEO-Befürwortung
Geschäftsprognose

Pros

• Passionate, mission-driven team • Remote work offers some flexibility • Company’s focus on expanding access to population health and cancer screening is meaningful in theory

Kontras

• While the company promotes “physician-led care” externally, clinical teams are often left out of decisions that directly affect care delivery and typically learn about changes only after they’ve been implemented. • Physicians are engaged as independent contractors with limited influence on workflows, infrastructure, or care protocols, even though they are on the front lines of patient care. •The operational culture sometimes prioritizes volume/throughput over thoughtful preparation or clinical nuance. • Feedback channels exist, but follow-through is inconsistent. Concerns raised may be minimized or framed as resistance rather than opportunities for improvement. • Scheduling and operational decisions can change with little warning or input, impacting stability and morale. • Overall, there’s a gap between the clinical expertise within the organization and how much it is integrated into ongoing decisions, workflows, and strategic direction.

Bewertungen anzeigen nach: Hilfreich|Sterne|Datum|Alle