The single biggest issue at Ceribell is leadership. Direction changes frequently, often without transparency or acknowledgment of prior decisions. Strategy feels reactive rather than thoughtful, and employees are expected to absorb the consequences of inconsistent executive decision-making.
Accountability does not flow upward. When initiatives fail, blame tends to cascade down rather than being owned at the top. This creates a culture of defensiveness instead of ownership. Trust erodes quickly in that kind of environment.
Communication from leadership lacks clarity and consistency. Big decisions are rolled out with limited context, and feedback loops feel performative rather than meaningful. Employees are told they are valued, but structural actions don’t reinforce that message.
There is a visible gap between stated values and actual behavior. Burnout is normalized. Turnover is rationalized rather than examined. Concerns are acknowledged verbally but rarely addressed in a sustained way.
Talented people leave not because the mission is flawed, but because the leadership environment makes it difficult to do excellent work.
