care navigator

human resources associate

administrative assistant

sales support representative

executive administrative assistant

HealthSnap

HealthSnap provides exposure to chronic care management and remote patient engagement, but the day-to-day reality of the role is heavily driven by productivity metrics that often outweigh the quality of patient care.

The position requires sustained high call volume (20-40 daily, about 150-250 patients on a caseload), extensive documentation (limited to 15-20 minutes), and continuous tracking of performance metrics (through your personal dashboard and analytics and through your managers KPI and metric tools like Tableau). While these expectations are presented as manageable, they can become very overwhelming and even confusing in practice. The workload tends to increase over time, with additional responsibilities layered on without a clear reduction elsewhere, making the role feel cumulative rather than sustainable. 

There is a noticeable disconnect between the goal of delivering meaningful, patient-centered care and the operational emphasis on output. Interactions can feel very rushed, and maintaining genuine patient engagement becomes difficult when the primary focus is meeting daily quotas and making high amount of calls everyday.

Expectations and workflows can shift very frequently, which makes it difficult to develop a sense of consistency or mastery in the role. Even with effort and improvement, it can feel like the standard is constantly moving and the goalpost in always moved. This creates an environment where performance can feel uncertain despite strong work and strong effort.

Turnover appears to be high, and while hiring is frequent, separations/terminations can happen just as quickly. There were many co-workers that I saw on my team in the beginning of the month, be completely burnt out and gone by the end of it. Performance management processes, including coaching and performance improvement plans, can feel accelerated, especially in a high-volume environment where managers are responsible for many employees at once (around 10-30 nurses managers can be responsible for at one time). As a result, feedback may not always feel as individualized or consistent as expected.

Frequent meetings, ongoing monitoring, and constant performance evaluation add another layer of pressure. Instead of supporting efficiency, these can interrupt workflow and contribute to a sense of being continuously observed rather than supported.

Opportunities for growth or advancement are limited, and the role can feel repetitive over time. This position may be suitable for individuals seeking short-term experience in general care management, chronic care management, remote care management or those who thrive in highly structured, metrics-focused environments. However, for those looking for long-term development, stability, or a more patient-centered pace, it may lead to burnout. Health Insurance and 401k is very expensive. The company is based out of FL, so your healthcare still will be out of FL (BCBS).

Overall, this role is best approached as a stepping stone rather than a sustainable long-term position. It’s a solid launchpad and not a landing spot. If you stay too long, it drains you, but if you use it strategically, it can level you up fast and get you somewhere better. Also, keep an employee attorney in mind as you're on the job  (I recommend Regina Molden Law on YT. Her advice related to this position applies more than you'd know.), send your accomplishments, any documentation meeting notes to your personal email and know when it's time to go and look for another position. Once they let you go, it's immediate with no room to get anything.

This job is the absolute worst!!! As a Care Navigator they make you time yourself doing wvery single thing you do throughout the day. You would think in 2025 the computer system would be programmed to time these things itself but unfortunately its left to the nurses to time themselves. Picture this ridiculouness! Basically for each call to a patient you will have to click 6 different timers at specific times throughout the precall, call, and after call. And the after call is reserved for documentation rsther than being able to chart while on the call but then they wonder why it takes longer than they would like. Not only do you have to use the timers but you have to make sure all of these times get documented into the chart and if the computer doesnt pull the times in with the click of a button you have to manually enter them. If the computer doesnt add up the times correctly itself you have to stop and calculate it and document the total. If the patient doesn't answer the phone you tome yourself leaving them a voicemail and then you time yourself texting them exactly what you said in the voicemail.  The group of people who train you on the systems the first week are pretty awesome abd they try to teach as much as the can on the systems they use before you are thrown to the wolves. However with me being new to the Care Navigator role though I did a lot of patient teaching over the years, I expressed the need for more assistance/more ttime to settle into the role countless times without anyone helping or caring about helping me succeed. After the week of training where they literally teach you like 5 or 6 programs at once they let you "shadow" another nurse to listen/watch her calls. She only takes completes like 3 calls and every single time she is not properly clicking these timers. Instead of using 6 timers, this lady las about 8 timers. So shes getting paid to teach you wrong and while shes doing it wrong shes telling you but you CAN'T do this, basically that you HAVE TO DO IT CORRECTLY!  After listening to her 3 calls youre basically thrown to the wolves and even though it seems like their motto is give yourself grace, they do not give new care navigators grace or help. They also say they will never tell you how long to take on calls blah blah but thats not true. Even though your supposedly still in the shadowing week, even on the very first day you make your own calls they start messaging and video chatting you constantly telling you you arent going fast enough/meeting metrics and asking why your so slow. That first day of their supposed shadowing the supervisor told me to think long and hard that night about whether i would be able to meet metrics. One day they had 3 meetings with me harassing me about why im not meeting metrics while i was trying to chart in a single patients note. Which means you guessed it you have to stop and restart your timer all of those times theyre harassing you. And at the end of the 3rd meeting they asked if i was finished charting that patient and wondered why i wasnt. It got to the point where i had to tell them that i couldnt improve of they were interrupting me a million times while i was trying to get to my patients and improve.  By the end of the second week which is basically supposed to still be training they basically said if i wasnt meeting metrics by monday... so monday morning i quit first thing in the morning! It was terrible. For the most part if you need help you have to message in a group chat and hope you ever get an answer back. I was not the only one who felt like this in my training class either. Run!!! As fast as you can and never look back!!!!!! I never even write reviews but it was so terrible I'm hoping to save even one person from this awful place!!! If i could gove them negative one million stars I would!!

What is the best part of working at the company?
Any positive aspects of the role were short-lived and often offset by frequent restructuring and operational changes, which made sustained job satisfaction difficult.

What is the most stressful part about working at the company?
HealthSnap increasingly feels less like a healthcare organization and more like a financial experiment where clinical staff are the variable being adjusted. Over time, experienced nurses tend to disappear during recurring “restructuring” efforts, usually accompanied by reassurances that these changes are positive. From an employee perspective, the pattern has become difficult to ignore.

Layoffs occur often enough to create a persistent sense of instability. Turnover is high, morale is low, and remaining staff are expected to absorb additional workload with fewer resources. Institutional knowledge appears expendable, while cost containment takes priority. Job security feels theoretical rather than practical.

The company’s mission is to “empower people living with chronic conditions, anytime, anywhere.” In practice, that empowerment seems to apply more consistently to branding than to the nurses responsible for delivering the care. The gap between the mission statement and day-to-day operations is striking, as clinical teams are routinely asked to do more with less support, less staffing, and less stability.

Leadership within clinical operations is a significant concern. The VP and Director of Clinical Operations appear largely disconnected from the realities faced by Care Navigators. Decisions are rolled out from a distance, often driven by metrics and efficiency targets, with limited consideration for clinical workflow or patient impact. Expectations frequently change, feedback rarely leads to meaningful action, and frontline insight seems to carry little weight. The result is a widening divide between leadership vision and practical, sustainable patient care.

The hardest part of the role is maintaining ethical, patient-centered care while navigating constant organizational shifts. The most rewarding part remains the patients themselves—brief moments of genuine human connection that exist despite the system, not because of it.

Advice to applicants:
If you are seeking stability, transparency, and leadership that understands clinical work, proceed with caution. If you are comfortable with frequent restructuring, evolving expectations, and learning how far dedication can stretch, this environment will certainly be educational.

Bottom line:
Come for the mission. Stay until the next restructure.

What is the work environment and culture like at the company?
The work environment felt driven by frequent organizational changes rather than long-term planning. Communication was inconsistent, expectations shifted often, and staff were expected to adapt quickly without adequate support, which contributed to burnout and low morale.

What is a typical day like for you at the company?
A typical day involved managing a high volume of patient outreach, documentation, and program requirements while adjusting to frequent process changes. Priorities often shifted throughout the day, making it challenging to maintain consistency in patient care.

I truly believed in this company when I started. I offered my advice on how things could be better from a nursing perspective and that is as far as it went. The upper management absolutely doesn't interact with the care navigators unless it is during one of their Zoom meetings. The supervisors don't know much more than the people they are supervising and are constantly pushing you to increase your call volume/time. You will be micromanaged within an inch of your life. Even if you do meet the expectations, they are a relentless task master and will still say you can do better. This is not a patient focused company but is instead focused on profit. While it is understood that this is a business and insurance reimbursement is important, you will lose sight of being a nurse. The upper management and nurse supervisors are bean counters and if you seem to fall short of goals that are ever changing, they will make you feel as though you are the problem when it is their system. I never felt like I was a nurse but more of a call center operator. On several occasions I asked what capacity I was working in because this company is VERY sales driven as opposed to patient centered. You have no real resource person and when you do speak to your supervisor, they just quietly listen and ask what is it that YOU can do differently as opposed to what can the company change. The medical devices that are given to the patients are not very reliable which causes a huge discrepancy between the care navigator and the prescribing practitioner. Patients are constantly questioning the accuracy of the results. There is also a lot of confusion and misunderstanding as to why the patient is in the program and who signed them up. While I enjoyed the freedom of working from home, this company left a sour taste in my mouth. I am a very easy-going person but this company had me anxious at least 2-3 times a week due to their metrics and unrealistic expectations. GIFs and memes dot make for true motivation and actually shows how little they want to engage with those who are doing the real work with the patients. Also, being promoted in this company is virtually impossible unless you belong to the dominant culture, look at the faces of their upper management and you will know exactly what is meant by dominant culture. The best part of this job was the ability to work from there but due to how you are micromanaged and scrutinized, it felt like a stereotypical brick and mortar office with management breathing down your neck and critical of every second you are on the clock down to taking a bathroom break. I truly believed in this company and it took me several weeks before writing this review. I chose to allow myself to contemplate my performance as well as company policies and culture and did so from a place of genuine reflection and a calm state of mind. If this company wants to succeed, they truly need to look at the workplace dynamics, nurse/patient relationships and equipment reliability/accuracy. 

The Care Navigator role exists within a structure where performance metrics shape nearly every part of the day. Every call is timed, categorized, and translated into measurable output. The dashboard is not simply a tool — it becomes the standard by which your work is defined. If something cannot be quantified, it carries less weight.

It becomes clear that what is tracked carries financial impact. Productivity is described as engagement, but daily conversations frequently return to targets, thresholds, and volume. Care must move efficiently. Time must align. Empathy operates within limits.

There appears to be alignment between leadership incentives and team performance metrics, which can shape the tone of oversight. Coaching conversations often focus on improving measurable outcomes. When numbers improve, the tone improves. When they decline, scrutiny increases. The atmosphere adjusts with the data.

Visibility is constant. Accountability is constant. Performance is always accessible.

Over time, a pattern emerges. New training groups begin regularly. Hiring continues. At the same time, familiar names disappear from schedules and message threads. The workflow does not pause. The process remains intact. The system adapts quickly. Continuity belongs to the structure more than to the individuals within it.

Frequent staffing changes can make continuity of care challenging. Patients build rapport and understandably ask why their nurse or navigator is no longer available. Those conversations can be difficult to navigate, especially when consistency is important to patient trust. The system adjusts quickly — patient relationships do not.

Leadership emphasizes growth and scalability. Operationally, growth appears as rising expectations and closer monitoring. Workflow strain does not surface as clearly as productivity reports do. Data travels efficiently. Experience is summarized.

There can feel like a distance between those setting expectations and those meeting them. Stability is difficult to define. Meeting targets maintains alignment, but it does not ensure permanence.

The metrics refresh. The reports circulate. The targets expand.

From a distance, everything appears organized and successful.

Up close, the priorities become clear.

Metrics first.
Everything else second.
Always.

When I learned what a care manager does and how they can affect a person's healthcare I was really excited about this opportunity and working from home, that was a definite bonus but this was not what I thought it would be. 
1. they have a huge turn over rate, every week (literally) you are welcoming a new group of 10+ people to the company.
2. managers can be very micro-managing, mine personally was not so bad but others would get on slack (the company's group chat app) and message me about their manager saying things like "I noticed you haven't made a call in 7 minutes, is everything okay?" etc...
3. Each week would start out with a message from your manager/supervisor about the number of calls you needed to make and CCM/RPM's you needed to close for that week to meet the goal, and then each month you get a meeting to "see how things are going" which is really your supervisor just telling you your percentages for the month.
4. The company offers a bonus every couple of months to RN/LVN's who reach certain goals but these goals are basically unattainable because they wills start you off with a certain number of patient's and then later in the month take those patient's away from you to either give to the weekly new hires to help with training or to give to someone who's been there longer and doesn't have enough to do and "needs to meet their goals". This in turn reduces your chances of meeting your goals and hence, the company doesn't have to pay your bonus.
5. It's about the money. Now don't get me wrong, I completely understand this, it is a business after all, but I had a patient who was having major issues maintaining her O2 levels. She was alone, and felt like no one cared, I had already met the required 20minutes with her for her insurance to pay but I would call her to check in and she was very grateful. One day her O2 was 70%, I called, she was terrified, waiting for a friend to drive over and take her to the hospital, she begged me to keep calling her and I did. My supervisor informed me that "you did all you can do, you already met your goal,  you don't need to keep calling her." I'm calling her because she's terrified of dying! I had plenty of time to do so because my supervisor had already taken a good chunk of my patient's to give to her friend for her goal, I didn't see the harm. 

Bottom line, it's a business, they are in it for the money, the benefits are horrible, the pay is worse (and I was paid the top scale because I'm actually an RN)  and everything is micro managed. I would not recommend, I quit after 3 months, I was absolutely miserable and I don't even use this company on my resume. 

HealthSnap presents itself as a mission-driven healthcare organization; however, the day-to-day experience reflects an ongoing cycle of restructuring. From an employee perspective, organizational changes appear frequent and often affect experienced clinical staff, while expectations for remaining nurses continue to expand.

A typical day is highly task- and metric-driven, requiring ongoing adjustment to shifting workflows, updated priorities, and evolving performance expectations. Patient care is present but frequently competes with operational demands that limit consistency.

Several of the nurses impacted by restructuring were among the company’s most experienced and highest-performing contributors. Many played key roles in building early workflows, training staff, and supporting program growth. Their removal resulted in a measurable loss of institutional knowledge and continuity.

Leadership within clinical operations remains a central concern. The VP and Director of Clinical Operations appear disconnected from frontline clinical realities. Communication is limited, decision-making lacks transparency, and expectations change without sufficient context. If restructuring is necessary, it may warrant evaluation at the leadership level, as recurring operational challenges persist.

Staff turnover among nursing and Care Navigator roles is consistently high. Teams change frequently, experienced clinicians cycle out, and continuity of care is disrupted. Remaining nurses are expected to absorb additional caseloads, orient replacements, and maintain performance standards amid constant staffing transitions.

HealthSnap’s mission to “empower people living with chronic conditions, anytime, anywhere” is well stated. In practice, that mission feels difficult to sustain amid staffing instability, frequent turnover, and repeated organizational shifts.

The most stressful aspect of the role is the lack of predictability—never knowing when the next restructuring or staffing change will occur or how it will affect the team. There was no consistently positive aspect of the role, as any potential benefits were intermittent and frequently outweighed by organizational instability.



If you’re looking for stability, support, or strong leadership in chronic care management, HealthSnap may not be the best place — especially as a Care Navigator.

The company recently laid off several employees, which has contributed to an overall atmosphere of uncertainty. Job security does not feel consistent, and it can be difficult to feel confident about long-term stability.

Clinical leadership within Operations often seems disconnected from what the Care Navigator role actually involves. The daily responsibilities of patient outreach, care coordination, documentation, and managing high caseloads don’t always appear to be fully understood by those setting expectations. Communication can be inconsistent, support is limited, and the workload can feel unrealistic at times.

Pay is low compared to similar roles in the industry, and while bonuses are mentioned as an incentive, they do not feel easily attainable in practice. This can be discouraging for employees who are putting in significant effort.

Turnover is very high, and it becomes clear why once training ends and the full reality of the job sets in. The role is presented very positively during onboarding, but the day-to-day experience does not always match what was initially communicated.

The only real bright spots were the training team and the preceptors. Training was well-organized, and the preceptors were genuinely supportive and did their best to help new Care Navigators succeed. Unfortunately, once you transition out of that phase, the lack of ongoing support becomes much more noticeable.

Due to the instability, limited growth, and overall management challenges, I will be looking for a new job. I would not recommend this company to someone seeking a long-term career as a Care Navigator.

I stepped out on faith from a long-standing job and ended up at Healthsnap. I was overwhelmed by the quick hiring process. I was worried about being disciplined enough to work remotely. After going through an awesome orientation and you are comfortable, you get your patients, and you're on your own with your nurse supervisor behind you every step of the way. You are given the tools you need to be successful regardless of your background as a nurse. I praise my nurse supervisor DAILY on how awesome she is and how my success in such a short time is 95% because of her and what she provides to be successful daily. She is always willing to provide resources or even jump in during a patient call for support. Higher management and departments are there at any time for any situation. You can chat with your team or others from management to assist with your needs. Everyone is always willing to lend a hand and share their experiences for everyone to grow. Monthly education and weekly updates on any changes are so helpful to help with your role and to keep your patients' care plan goals progressive and resourceful. My biggest challenge is getting patients to engage over the phone since remote is new to me. Once you build that rapport with your patients, they know you are looking out for them and their quality of life, and they can't wait for the next call to update you on their success and even obstacles to their success. My role with Healthsnap in my patients' lives today is so rewarding, and just knowing that because of this program, I have enriched and provided a better quality of life for them makes my heart smile daily. This program truly helps improve the patients' standard of health, keeps them involved in being a part of the change they need to improve their health status and/or lifestyle changes, educates them on their diagnosis, provides them with goals, and improves their standard of living. 

Beware of Healthsnap - PLEASE!! The only positive thing that I have to say about this company is that it is fully remote and that you can work from anywhere. The only thing that they care about is money, money, money and numbers, numbers, numbers. This could be a an enjoyable position because this is a great patient population however the way that this company is ran with it's micromanagement and unrealistic goals makes it miserable. This company has the highest turnover rate of any company that I have ever seen in my entire life. The benefits are not good compared to other companies. The pay is average for a CN position maybe even a little bit below average but it is not worth all the constant stress and negativity. Nothing you do in this role is ever good enough they always want more more more!! The post different dashboards of everyone and their productivity such as minutes talked on the phone, number of calls made, and the number of patients that you have been able to bill on during the day. They literally make it a competition between all the workers. Most of the supervisors and CNs that have lasted are just flat out fake and untrustworthy. They just got rid of a bunch of the Enrollment Specialist due to financial reasons without any notice last week. This company is a joke and if it keeps on the path it is on I would say that it will not be around much longer. Zero job security whatsoever and you will feel like you are about to get fired for nothing every single day or laid off at any time I promise you this. The majority has already quit or fired who felt this way!! 

Top Job Titles	Average Salary
Care navigator 2 salaries reported	$32.50 per hour
Human resources associate 2 salaries reported	$50,000 per year
Administrative assistant 2 salaries reported	$47,500 per year
Sales support representative 1 salary reported	$43,500 per year
Executive administrative assistant 1 salary reported	$45,000 per year

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