clinician

clinical therapist

implementation specialist

primary care physician

care manager

Concert Health



Pros
The remote nature of the role provides schedule flexibility, and the core mission of integrating behavioral health into primary care is genuinely impactful for patients.
 Cons
 Severe Change Fatigue & Poor Communication: Leadership operates with a lack of transparency that creates a highly unstable work environment. Strategic pivots, compensation structural shifts, and productivity metric adjustments are rolled out abruptly with minimal warning or clear communication. Employees are left in a perpetual state of change fatigue, constantly chasing moving goalposts without adequate administrative support.
 Toxic, "Popularity Contest" Culture: The internal culture is highly cliquish and mirrors a popularity contest rather than a meritocracy. Professional advancement, recognition, and daily support are heavily dependent on favoritism and managing upward rather than clinical excellence or objective performance.
 Inconsistent Workplace Standards: There is a stark double standard in how employees are treated. It feels like a completely different workplace depending on your manager or which "pod" you are assigned to. Rules are enforced arbitrarily; some individuals are heavily micromanaged and scrutinized over minor metric fluctuations, while others are given immense latitude based purely on personal relationships with leadership.
 Blindsiding with Demotions and Firings: Job security is practically non-existent, and the organization utilizes fear as a management tool. Management frequently blindsides staff with sudden demotions or terminations without utilizing standard, transparent performance improvement protocols. This "sink or swim" approach creates a low-morale environment where employees constantly look over their shoulders.
 Poor Employee Vetting:There is a noticeable lack of rigorous screening and vetting during the rapid hiring process. This leads to a highly disjointed workforce where unqualified individuals are frequently placed into roles they are unprepared for, ultimately increasing the workload and burnout rate for the competent, ethical staff members left to pick up the slack.

Advice to Management
Invest heavily in leadership training for middle management to eliminate the pervasive culture of favoritism. Or better yet PUT SOME ACTUAL CLINICIANS IN LEADERSHIP.  Prioritize operational stability over constant, disruptive organizational restructuring, and establish transparent, documented communication channels. If you expect clinicians and staff to provide high-quality care, you must first provide them with a stable, predictable, and psychologically safe workplace.


A recent change shifted the company to an "unlimited" PTO model and significantly altered productivity metrics beginning in February. Previously, employees were expected to maintain 80% care hours relative to hours worked, which accounted for meetings, breaks, administrative tasks, and approved time off. Under the new system, employees are expected to meet a fixed target of 105 care hours per month (315 per quarter), regardless of PTO usage.

Management has communicated that employees should increase their care hours on working days if they anticipate taking time off. Although PTO is described as unlimited, requests may be denied if productivity metrics are not being met. There is a strong emphasis on meeting productivity targets, and employees who fall below daily care-hour expectations are often required to attend meetings the following day to discuss their performance.

The management culture has also shifted toward what many employees perceive as passive-aggressive communication and increased micromanagement. Productivity and billing metrics appear to have become the primary focus.

The Collaborative Care model is intended for patients with mild anxiety or depression, yet many patients entering the program present with moderate, moderately severe, or severe symptoms. These patients are often not ideal candidates for a short-term therapeutic intervention and may have expectations for significant symptom reduction while enrolled. Additionally, a substantial portion of the work involves trauma-related cases, making the role emotionally demanding.

Historically, the emotional intensity of the work was acknowledged and accommodated. However, there is now increased pressure to maximize billable hours despite the complexity and emotional burden of patient care. As a result, the program can feel more focused on volume and billing than on providing appropriate clinical treatment.

There has also been speculation that the company was attempting to position itself for sale and that increased pressure around productivity metrics may be related to financial performance. Additionally, the company lost its largest contractor earlier this year, which may have contributed to the heightened emphasis on meeting productivity goals.

Here is a version you can paste and tweak if you want:

My experience at Concert Health was very difficult and I would describe the culture as unhealthy. Anyone considering a role there should go in with eyes open and ask a lot of questions about leadership style and how people are treated.

In my time there, the COO was extremely involved in the day to day work in a way that felt like micromanagement. There was a strong focus on monitoring and checking on people, which pushed employees to concentrate more on looking busy and keeping the COO satisfied instead of focusing on quality work, creativity, and long term improvements. It did not feel like there was much trust in the team.

I also saw what felt like clear favoritism from the COO. Certain people seemed to receive more support, opportunities, and the benefit of the doubt for reasons that did not appear to be related to performance or results. That created an obvious “inner circle” and made many others feel sidelined or afraid to speak up.

Another issue for me was how leadership handled communication. I experienced situations where the COO spoke negatively about other employees when they were not in the room. Hearing a leader talk about peers behind their backs made it very hard to trust that conversations were confidential or that feedback would be delivered directly and respectfully. It added to a sense of constant drama and tension.

Because of all this, the environment often felt toxic. There were a lot of unhappy employees, frequent stress, and an atmosphere of gossip and fear that affected both productivity and the overall well being of the team.

If you are interviewing, I would strongly suggest asking specific questions about how performance is evaluated, how feedback is given, how conflicts are handled, and what leadership does to build trust and psychological safety. The mission is meaningful, but it is important to make sure the culture and leadership style are a good fit for you.

What is the best part of working at the company?
My experience with this agency was and continues to be extremely stressful and disappointing. I felt unsupported during a very serious professional matter, and the overall handling of the situation left me deeply concerned about integrity communication, accountability, and professionalism.

The emotional toll alone was disheartening. I would encourage others to carefully consider whether this is the right environment for them.

While others may have different , mine left me with serious concerns about  fairness, and professional support.

What is the most stressful part about working at the company?
Disorganization and mismanagement 

What is the work environment and culture like at the company?
-  There was a lack of consistency, transparency, and professional guidance.
-The environment often felt reactive rather than collaborative.
-I experienced an excessive level of monitoring and criticism that made it difficult to work effectively.
-The workplace culture contributed to significant stress and instability.
-Professional concerns were handled in a way that felt adversarial, and retaliatory rather than constructive.

What is a typical day like for you at the company?
A typical work day was overwhelming and poorly managed. Employees were often overworked, breaks did not seem respected, and unexpected meetings would interrupt the workflow  with little notice.

I also felt there was a lack of professionalism and respect in how staff concerns and workloads were handled. The overall atmosphere created unnecessary stress and made it difficult to maintain a healthy work environment.

You go in thinking you will be providing an enriching therapeutic experience to the patients, but you really have very little time allotted to each patient, which leads to poor service delivery. Everyone is stretched thin, so management has very little time for you, which is borderline unethical considering this is a first job for some folks who may find themselves working with high risk patients. The culture is toxic unless of course, you are one of the few favorites. If you happen to be one of the favorites, you won't have to do much to get a promotion. If you aren't one of the favorites, no matter how hard you work or how productive you are, you likely won't be promoted. The turnover rate is ridiculous and management seems to bury their head in the sand to avoid having to face the reality that they need to change in order to retain good people. The pay is on the low end, and there is no room for negoiation. The company acts like they are providing such an enriching experience and therefore can pay low wages. There are performance bonuses, but not for the people who actually do the direct patient care. The metrics used to measure productivity leads to a robotic workflow, which leads to assembly line type of work for providing mental health care. Also, patients who want medication don't speak directly to the consultant who is suggesting medications to the PCP. Although that is a component of the collaborative care model, this could lead to a dangerous game of telephone with patient's well-being at stake. 

The overall goal of this company is great, however, they’ve made a lot of mistakes that they are quickly trying to correct, which effects their employees, specifically the CCC’s. They were hiring licensed and unlicensed people and having them do the same job duties, but just gave them different titles. They also changed their pay the beginning of the year and just expected the CCCs to go along with it. Their expectations are very unrealistic and it causes for low morale and burnout. CCCs have been leaving left and right, especially after they announced the new compensation policy, which causes the remaining employees to have tons of transfers, which adds more stress on top of the stress that the company have already created. The supervisors are supportive, but you can’t expect much from higher ups. I have never experienced so much uneasiness working for a company before. There’s no sense of job security (they laid off 21 employees in December) and their focus quickly gets diverted from proper, quality patient care, to meeting metrics. They make so many changes at the drop of a hat, and they expect the employees to just deal with it. As soon as you feel like you finally have a handle on your job, another curveball is thrown. No company should operate like this, especially a company that’s centered around working closely with people with mental health. The employees mental health and sense of stability is just as important as the patients that they serve. 

I was really excited to start at this company and then realized that there are more cons than pros working here unlike how I felt when I first started. The caseload is insane and they expect you to satisfy every need and complete everything when there is only time to document appropriately to keep the patient safe. This will then be brought up in complaints and management will focus on irrelevant topics instead of serious ones such as patient safety. Management and providers will change frequently without you knowing. Clinicians who advocate for their patients who may need psych medications to remain stable are seen as "going against provider recommendations" and "going outside of scope of practice" even after expressing these concerns. Management does not monitor or effectively help you within certain pods and are more worried about invalid complaints from external sources. Psychiatric providers will throw clinicians to the wolves in regards to not answering questions related to why medications aren't prescribed for patients vice versa, leaving the clinician blinded on what to inform the patient on. Nobody will inform clinicians that they are making mistakes until it leads to a staggering termination of the employee. Ultimately, they will lay off / FIRE you without ANY write ups, warnings, or guidance from leaders. Horrible experience, would not recommend! 

I was hesitant to accept the position after reading some of the negative reviews, but my experience has been very different—in the best way. Each employee is assigned to a "pod," or small team, and mine has been incredibly supportive, encouraging, and genuinely helpful.

The bonus structure can be a bit challenging to achieve, especially when patients cancel or reschedule. That said, leadership offers ongoing coaching and helpful tips to support success. If you consistently meet your goals, the bonuses can add up to an additional $10,000 a year, which is a nice incentive—though I do wish the base salary were a bit higher to begin with.

I’ve only been here for about 90 days and don’t yet have a full caseload, so I expect things to pick up as I become more established.

Work-life balance has been a major win for me. In my previous role, I had a long commute three times a week, which left me feeling burnt out. This position has been a refreshing change.

One thing to keep in mind: the job moves fast. If you’re not comfortable with technology or don’t thrive in a high-paced environment, it might not be the right fit. I sometimes have 10+ patients in a day, with 3–4 back-to-back sessions that also require real-time documentation. I personally enjoy the pace—it makes the day fly—but it’s definitely not for everyone.

What is the best part of working at the company?
The best part of the company is there’s an attempt at being a team and they do a bit of training. 

What is the most stressful part about working at the company?
Sink or swim culture
	•	High pressure, low support
	•	Micromanaged and rushed
	•	Poor training, high demands
	•	Set up to fail
	•	Learn fast or get out
	•	Support feels conditional
	•	Unrealistic expectations
	•	Chaotic and unclear
	•	Not what was advertised
	•	Documentation nightmare
	•	Trial by fire environment
	•	High scrutiny, low guidance
	•	Confusing, inconsistent
	•	Stressful and unsupportive

What is the work environment and culture like at the company?
Sink or swim culture
	•	High pressure, low support
	•	Micromanaged and rushed
	•	Poor training, high demands
	•	Set up to fail
	•	Learn fast or get out
	•	Support feels conditional
	•	Unrealistic expectations
	•	Chaotic and unclear
	•	Not what was advertised
	•	Documentation nightmare
	•	Trial by fire environment
	•	High scrutiny, low guidance
	•	Confusing, inconsistent
	•	Stressful and unsupportive

What is a typical day like for you at the company?
	•	Meetings pop up constantly
	•	Constant surprise meetings
	•	No control over your schedule
	•	Chaotic, meeting-heavy days
	•	Schedule changes nonstop
	•	Meetings override your day
	•	Unpredictable daily workflow
	•	Calendar chaos daily
	•	Reactive, not structured
	•	Constant interruptions

Caseload is about 85 patients and not a proper break if session go over time. Not alot of support from boss/manager to help. Act like they care but they really do not. I was let go due to a disability that had hindered me for doing my job function for awhile. They were willing to risk my license because they wanted me to come back which is unethical. You never know what is going on within the company and can get lost easily.  I learned to not easily trust a company that looks good at the beginning and ends up being torture. I should have known when people started leaving the place and people who were in higher postions also left while i joined.  I worked here for 2 years so take my word and find something better. They are greedy for money and do not care about the therapist. Once sick days run out you do not have any more and cannot use flexible time off so you gotta work through being sick and they do not care about a doctors note.  Unless they change management there is not point in being at such a disgraceful company that cares about money more than people. They are hypocrites as they say they care about health of the people but only really care about where their next flow of money will come from.  For them caring they say you should use 2 mental health days a month but it counts towards how much felxible time off you can use. 

Top Job Titles	Average Salary
Clinician 3 salaries reported	$71,000 per year
Clinical therapist 7 salaries reported	$67,943 per year
Implementation specialist 1 salary reported	$82,500 per year
Primary care physician 4 salaries reported	$67,700 per year
Care manager 4 salaries reported	$62,000 per year

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