Pretentious company lacking bragging rights - Senior Systems Engineer Medicus IT Employee Review

Thank you for your candor and perception of our organization. Our team is the driving force behind our success; therefore, we take all reviews very seriously and appreciate feedback to better improve as we continue to grow. With fast growth companies such as MIT, growing pains do exist and we do our best as an organization to alleviate those pain points as quickly as possible. Many of the expressed con’s in your review can be attributed to fast growth and we have addressed most of your statements over the years. Since this is a public review, we felt prudent to provide some supporting information and additional context on where we are today. Our foundations in 2017 were immature from an organizational structure, as are most mom and pop businesses in the beginning. Originally, we began as a 25-person company (in 2017) that has since expanded to a 130+ person organization today; some of that growth is organic and some of that growth is through acquisition. The rapid growth in 2019 (3 acquisitions in quick succession) did create some growing challenges, specifically integrating various organizations and putting the right team member(s) in the correct position(s). Part of this transition process allowed us the opportunity to hire some outside talent with experience to drive the organization forward and identify team members that were not able to adapt to the MIT vision and culture. In addition, we have developed a training plan for our management team within MIT as part of our accountability initiatives. This training plan is ongoing and revamped regularly as learning opportunities arise. We recognize that our team is not perfect; our goal is to continue to develop leaders and bring in the right talent for our team. The leadership team today consists of twelve individuals with over 100 years of MSP experience. Feedback – from current and former team members – is important for us to continue to improve as a team. We request associates to complete and provide feedback weekly through our associate communication platform (15Five) so that weekly wins can be celebrated, and weekly challenges can be addressed quickly. This feedback is visible to each associate's manager and up the org chart within the reporting structure, visible to human resources, provides the opportunity to challenge the status quo, and helps shape the culture and policies of MIT. Associate feedback is taken very seriously; reviewed and discussed weekly in the executive meeting. Every week we customize a different question to solicit input from associates on an array of topics to determine how we can elevate as an organization. We are disheartened to see we somehow failed you as a former employee, who did not feel that your concerns or voice were heard or addressed. MIT also provides other avenues for team members to express their thoughts such as our good idea box. Good ideas can be provided through a good idea form we have public to all associates. All ideas are reviewed quarterly by our Executive Team and the winner of each quarter receives a $250 gift card. No matter how big or small the idea is - we are looking at the overall impact that the idea creates. Much of our policy revisions, broken process resolutions, and employee engagement ideas are received and implemented through these avenues. The review states that 'every minor question will be turned into a ticket.' This is accurate today; all customer requests need an individual service ticket # assigned. Communication and visibility among all team members limits internal frustrations and provides better external client support. Past history proves that client questions without ticket generation can be misconstrued or unaddressed. To further drive individual success and growth, every team member is provided a development plan of the specific items required to advance within the organization, typically within their first six months of employment. MIT has never incentivized employees with anything to leave reviews on Glassdoor. From the service team perspective, the service delivery team is not "incentiviz[ed] on ticket closures." Ticket closures were one component of service awards several years ago. With associate feedback, this was enhanced, and today all service delivery members are measured on the following: • Client Satisfaction • Service Level Agreement (SLA) - our response and resolution times • Billable utilization - the amount of time working on client issues • Net Promoter Score (NPS) - what our clients think of MIT as a whole and would they refer us We have made many changes in recent years to provide a more diverse and inclusive environment where clarity of advancement and learning is paramount. We are also aware there is always room for improvement. If comfortable, we encourage the author of this post to reach out to our Director of Service Delivery, Head of HR or our CEO directly so that we can gain further insights on where our opportunities for improvement lie.