Great Mission but Poor Leadership - Anonymous employee TelyRx Employee Review

The onboarding process was thorough and consistent. I had access to clear training materials, mentors, and hands-on guidance that made ramp-up smooth and confident. Career development is transparent — there’s a clear ladder for advancement with regular check-ins, goal-setting, and fair performance reviews. I feel seen and encouraged to grow. Management across all teams is approachable, communicative, and invested in employee success. Feedback flows both ways, and leadership takes action on concerns quickly. Workflows and processes are well-documented and stable. Changes happen thoughtfully, with ample notice and team input. This makes it easier to focus and deliver quality work. The company truly lives up to its promise of flexibility. Managers respect work-life balance and support remote/hybrid options when feasible. Transparency is part of the culture. We get regular updates on company goals, challenges, and wins, making me feel connected and valued. The mission remains inspiring. We hear from patients nearly every day with deeply personal expressions of gratitude and that just hits different. It turns my daily work into something with real purpose. I feel very fortunate.

Like any growing company, there’s always room to improve, especially in scaling systems as we expand. But I see leadership committed to that growth.

Fully remote role, which made it easier to balance work and personal life when workloads were reasonable. A few individual colleagues genuinely cared about doing good work and supporting each other, even when leadership and structure were lacking.

• Leadership often lacked clear strategy and alignment, which left departments operating reactively instead of following a coherent roadmap. •Role expectations frequently blurred; too many roles easily turned into a catch‑all for anything no one else wanted to own, without recognition, authority, or appropriate resourcing. •Limited growth path for several roles; contributions to structure, process, and cross‑team alignment were not consistently valued at the same level as more visible “creative” or sales‑adjacent roles. •Communication around priorities, changes, and restructuring would be inconsistent and, at times, opaque, making it hard to plan, influence, or feel secure in your position. •Workload and responsibilities expanded faster than support, leading to burnout risk, especially for people who are conscientious and naturally take ownership. • Too many VP’s or other people in authority roles and not enough people in below to execute strategy (org chart looks like an upside down triangle).