Pros
I met *some* amazing people dedicated to positive impact on the behavioral health space. There's clearly a market need for this kind of coordination to facilitate true population health. Nice offices. Free kombucha. VCs writing checks for the moment. Fairly strong and influential board; willing to hold management accountable when they have data to do so.
Cons
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.