medical assistant

care concierge

esthetician

dermatology nurse practitioner

dermatologist

Pinnacle-Plastic-Surgery

I didn’t just dread going to work. I dreaded evenings before bed because I knew the next morning would be a bad day. I dreaded weekends because I knew I would eventually have to go back (if I wasn’t already working them, of course). My weekends were anxiety-filled countdowns to my return. I stopped hanging out with friends, I stopped doing the things I liked to do. Some days, I couldn’t even shower or brush my hair because I was so exhausted and depressed. The stress didn’t just follow me home. It haunted me. For over a year, I was essentially expected to keep an entire office running. Staffing issues, patient flow, scheduling problems, provider needs, front desk coverage, administrative work, patient complaints, operational problems—it all somehow became my responsibility. Yet despite placing that level of responsibility on me, management never actually trusted me. I was “trusted” enough to carry the office but not trusted enough to make decisions for it. This meant that things would often change. Schedules would be changed. Workflows would be changed. New demands would appear. Leadership would insert themselves into daily operations despite not being the ones physically working in the office dealing with the consequences of those decisions. They wanted complete control while simultaneously expecting their already limited and drained staff to shoulder complete responsibility. The office was chronically understaffed. The solution was never to adequately staff the office. The solution was to expect the remaining employees to absorb the workload. The reward for competence was more work. The reward for reliability was more responsibility. Even after working full days (10-12 hours, occasionally forfeiting lunch), I found myself working weekends or on my days off because there simply was not enough time to complete everything expected of me during normal business hours. No matter how hard I worked, I was always behind because the workload itself was unrealistic. Leadership? Don’t expect that. Situations that should have been handled directly by “management” were routinely pushed onto staff. I found myself caught in the middle of issues that had absolutely nothing to do with my job description because leadership either didn’t know how to handle them or didn’t want to. Shortly before I quit, a patient’s vehicle was damaged on company property due to a parking barrier issue. Rather than taking ownership of the situation and handling it directly, management looked to me for solutions. I remember being asked what I thought should be done so that response could then be relayed to the patient. Why was an employee being asked to determine how the company should respond to a liability issue? That perfectly summarizes the leadership culture here. Any communication from said leadership was ChatGPT prompted and often dismissive, detached or performative if not all 3. Raise awareness about staffing issues/workload issues and they might get back to you in 7-10 business days at 10 PM at night with “we will look into that”. By the end, I was mentally exhausted. Not because healthcare is hard, healthcare is hard everywhere. I was exhausted because I was expected to carry the weight of an entire operation while being micromanaged by people who were nowhere near the day-to-day reality of what staff were dealing with. I left because I realized that no amount of dedication, overtime, weekends, stress, lost sleep, or personal sacrifice was ever going to fix a system that management had no intention of fixing.

If you’re considering employment here, ask yourself one question: Are you comfortable being held responsible for everything while having control over nothing and the pay not reflecting?

Before dismissing this as the opinion of a disgruntled former employee, consider the turnover statistics and decide for yourself. I genuinely cared about this practice, its patients, and its success, and invested countless hours supporting both the employees and the growth of the organization.

During my 15 months with the organization, I watched more than 25 employees leave, either voluntarily or involuntarily. For a relatively small practice, that level of turnover is difficult to ignore and should tell prospective employees something about the work environment.

The practice has talented employees who genuinely care about patient care. Unfortunately, many become burned out because expectations continue to increase while communication, support, resources, and stability do not.

The more capable and dependable you are, the more work you will be given. Additional responsibilities are often added without additional compensation, support, authority, or training. Wearing multiple hats is not the exception—it is the expectation.

During my time there, I found myself acting as HR, compliance, surgery scheduling, front desk operations, recruiting, project management, and countless other responsibilities, all while being expected to perform my primary role. The reward for being capable was often being given even more work.

Communication from leadership is inconsistent. Questions can go unanswered for extended periods of time, making it difficult to move projects forward. At the same time, expectations, priorities, and procedures can change quickly, making documentation essential. If you work here, KEEP RECORDS of conversations, approvals, and decisions.

Employees are often held accountable for outcomes they have little to no control over while simultaneously navigating management's changing expectations, limited guidance, and increasing workloads and demands. The result is a culture of stress, uncertainty, and ultimately burnout, where employees spend as much time protecting themselves as they do performing their jobs.

Employees who raise concerns, ask difficult questions, or challenge decisions may find those conversations are neither welcomed nor valued. This creates an environment where people become reluctant to speak openly and instead focus on protecting themselves rather than improving the organization.

The most telling aspect of this organization is the turnover. In my opinion, the turnover is not the problem—it is the symptom. When more than 25 employees leave a relatively small organization in just 15 months, the problem is no longer the employees.

The underlying issue is a lack of consistent leadership, communication, and support. Over time, that takes a toll on morale and creates an environment where employees feel more like resources to be utilized than valued members of a team.

If you like chaos and wearing the hats of three different employees at once, this might be the place for you. If not, think VERY CAREFULLY before accepting a position here.

During the entirety of my employment here, the office was constantly understaffed, which meant employees were regularly expected to cover multiple roles at the same time. Some days you could be assisting providers, working the front desk, handling phones, and trying to keep up with everything else all at once.

Communication from management was often inconsistent, and getting answers to questions or concerns could take a long time or not happen at all (mainly not happen at all). Staffing concerns were frequently discussed, but little seemed to change.

Breaks were difficult to take consistently because of the workload and lack of staff. The turnover was extremely high, which only added more pressure to the employees who stayed.

The patients were honestly the best part of the job. Unfortunately, the workload, lack of support, and overall environment made it difficult to enjoy the position.

I’d strongly recommend asking detailed questions about staffing, job expectations, and turnover during the interview process so you know exactly what you’re walking into. If you do decide to take a position here, DOCUMENT EVERYTHING! 

Best of luck!

Chronic mismanagement made this role unsustainable. The workload assigned to a single person was excessive and unrealistic. What should have been multiple roles was treated as one position, with constantly expanding responsibilities and no adjustment to title, compensation, staffing, or training. Expectations shifted mid-task, and employees were blamed for outcomes caused by unclear or conflicting direction. Turnover was constant. As people left, their responsibilities were redistributed rather than backfilled, further increasing workload and stress. Meetings were frequently canceled without notice, commitments weren’t honored, and basic professionalism was inconsistent. The work itself was overwhelming by design, and leadership failed to address it. Anyone considering this role should ask very direct questions about workload, staffing levels, and how scope creep is handled.

This office is horribly mismanaged. Owners that never respond to concerns from employees. Outdated equipment and medications. Supplies are never on time and frequently out leading to poor patient care. Absolute toxic environment, every employee is beaten down by chaos, lack of resources, constant changes in schedules and procedures. Every day was different--nobody ever knew if they would show up to a locked door because there was no front desk working and no assistants. Nobody answers phones, literally the phones don't ring. Patients hate it. Because there is no one in charge, and no standard procedures, everything becomes an emergency because it's left to the last minute. Turnover rate here is insane--over 20 people came and went while I was there. Some lasting under 2 weeks. Beware.

Despite stepping up, working hard, and doing far more than what my position required, I was constantly taken advantage of. Terrible leadership, zero professionalism, and absolutely no respect for their employees. Stay far away. If you do accept a position- be aware that there will be so many "temporary tasks" you'll be asked to do that will eventually become permanent because they pile on just as much as one could possibly take with no appreciation what so ever. This "CEO" who is the husband of the surgeon and the surgeon herself are such cruel individuals. They are NOT people you want to work for. TRUST and believe these reviews...RUN far away. 

I have been working for Pinnacle Plastic Surgery for several years and I have enjoyed my time here. In my career, I have worked for global companies as well as local businesses. At Pinnacle, I enjoy being given the freedom to pull upon my past experiences to help benefit patients. In addition, I find this to be a positive place to grow and learn. I have always felt comfortable taking any questions, ideas and suggestions to management. I have made life-long friends among my Pinnacle co-workers, and every day is an opportunity to not only help others, but also to further equip myself with the knowledge and skills necessary to thrive in the medical field.

I started working here with a completely different group of employees than when I left and I had only been here for a couple months. Provider micromanages and expects you to find something to do if you have even the smallest of down time or clock out. The provider can be very condescending when speaking to them. Clinic manager is no help either. The ONLY advantage to working at this clinic is the employee discounts on medspa service. There is definitely a reason why this clinic cannot keep their employees.

Seriously ,Pinnacle Plastic Surgery is hands down the most toxic work environment I’ve ever been in  and I’m not new to the industry. There is no training. You will be belittled by ownership, screamed at by their assistant, and asked to do tasks completely outside your job description ,because turnover is sky-high and they can’t keep staff.  When I say run, don’t walk, I mean lace up your sneakers and don’t look back. 

I was hired as an EA but quickly faced overwhelming responsibilities, within a toxic environment, with minimal training, communication, and follow-up.


Top Job Titles	Average Salary
Medical assistant 7 salaries reported	$17.71 per hour
Care concierge 5 salaries reported	$17.40 per hour
Esthetician 7 salaries reported	$57,500 per year
Dermatology nurse practitioner 3 salaries reported	$120,000 per year
Dermatologist 3 salaries reported	$387,500 per year

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