The company is clearly ambitious in its goal to become a leader in the mental health industry, which is admirable. Unfortunately, that ambition often comes at the expense of the wellbeing of its own workforce. Customer Success Managers are consistently stretched beyond sustainable capacity, with leadership citing “business needs” as justification for dramatically increasing account loads without corresponding compensation adjustments because the company is not yet profitable.
What has been especially discouraging is the inconsistency in compensation transparency. Employees were encouraged to transition into higher-revenue customer segments with the expectation of increased compensation, only to later be told those moves were considered “lateral” and therefore not eligible for pay increases — despite repeated messaging that compensation is tied to the revenue size of a Book of Business. This has understandably led to low morale, burnout, and a growing lack of trust in leadership.
Management frequently acknowledges workload concerns and states they are working toward better processes, yet teams continue to absorb increasing responsibilities with limited clarity, evolving expectations, and ambiguous workflows. Employees are often expected to independently navigate new processes without adequate guidance, while mistakes are met with criticism rather than support. The result is a culture where pressure consistently outweighs psychological safety.
It is disappointing to see a company built around improving mental health struggle to meaningfully prioritize the mental wellbeing and sustainability of its own employees.
