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BioBridge Global

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Sinking Ship - Anonymous employee BioBridge Global Employee Review

1.0
Jul 14, 2018
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

great benefit to the community

Cons

Terrible culture, continuing downhill slide and the turnover rate is over 20% and rising. Bad leadership, bad board of directors. They can't refill several positions and aren't even trying to refill some.

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BioBridge Global Response
7y
Thanks for the feedback – we’re always open for suggestions, ideas and observations, even in a public forum like this. Employees have a number of internal channels available for feedback. They also are welcome to contact John Barnes, our vice president, Human Resources & Learning. Getting the facts right is important. The fact is that we have seen a reduction in our turnover rate in both 2016 and 2017. Reducing the annual employee turnover rate to less than 20 percent by the end of the year was identified as one of our internal organizational goals for 2018. Through the efforts of many in the organization, progress is being made to achieve the goal. By the way, the turnover rate in the healthcare industry overall is almost 23 percent a year. Another major goal is to balance expenses and income. As a result, product and services income has increased the last 18 months. We’re growing in a number of fields and have launched some significant projects in the last year to continue to foster growth. Suggestions and solutions are always welcome. Please feel free to call John Barnes at 210-731-5538.

Explore other reviews about BioBridge Global

5.0
Dec 11, 2025
Recommend
CEO approval
Business outlook

Pros

I've worked with them for a little over a year and my contract was extended. They are a great team and very communicative.

Cons

Honestly haven't had any issues. Highly recommend.

1.0
Feb 8, 2026
Recommend
CEO approval
Business outlook

Pros

The mission is compelling on paper, and many of the individual contributors genuinely care about the work and the people it’s supposed to serve.

Cons

There is a significant disconnect between stated values and lived reality. While the organization positions itself as people-first, internal practices often suggest otherwise. Concerns about workload, burnout, and psychological safety are acknowledged verbally but rarely addressed meaningfully. Leadership decisions feel inconsistent and opaque. Patterns emerge where the same individuals are repeatedly rewarded while others are quietly pushed out, often under the guise of “performance” without adequate training, support, or feedback. This creates an environment where employees learn quickly that survival depends more on proximity to leadership than on competence or integrity. HR functions more as a risk-management arm of leadership than as a neutral resource for employees. Raising concerns can result in isolation, deflection, or subtle retaliation, which discourages honest communication and erodes trust. Despite the nonprofit / mission-driven framing, the internal culture often mirrors the worst aspects of corporate environments: silence over accountability, optics over repair, and high emotional labor with little protection for the people doing it.

4
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