Pros
Local and regional leadership (like RCMs and RSDs) are supportive, approachable, and genuinely care about their teams. They do their best to empower clinicians and maintain a healthy workplace culture despite external pressure. There is a degree of work-life balance, but it’s something you have to firmly protect yourself. While the clinics maintain standard hours, clinicians are routinely encouraged to stretch those boundaries to help meet monthly performance metrics. This is typically framed as “prioritizing client care,” but it's clear the goal is increased revenue. The compensation structure includes both a monthly bonus and additional performance-based incentives. When targets are met, this can be a welcome addition, though it also creates a high-pressure environment. Most teams operate with strong peer support, and colleagues within districts tend to foster a positive and collaborative work environment. Benefits are competitive, and vacation entitlements are generous compared to industry standards.
Cons
Compensation is not equitable across tenure. New hires are offered market-competitive salaries, while long-standing clinicians often find themselves earning significantly less without meaningful opportunities for adjustment. Pay reviews are annual, and increases typically fall below inflation. There is a significant emphasis on metrics and sales, often at the cost of professional fulfillment. Targets are frequently raised year-over-year, especially if you exceed them, which leads to burnout and demoralization. Recent organizational decisions have created instability, including mass layoffs earlier this year that contrasted sharply with public messaging about aggressive expansion. There’s a disconnect between strategic planning and day-to-day realities. Corporate initiatives, including monthly town halls and increased observation of appointments, have done little to rebuild morale. Clinicians are often micromanaged under the guise of coaching, which is both invasive and uncommon in other healthcare settings. The company places heavy emphasis on hearing aid sales, including same-day fittings and accelerated timelines that prioritize conversion rates over patient care. Sales trainings are frequent and repetitive, rarely offering new or practical tools for clinicians. Marketing and Operations lack effective strategies to support local clinics. Tactics like cold-calling past patients or pushing upselling strategies reflect a limited understanding of actual patient needs. Career advancement is limited. The removal of departments focused on clinical development has left few pathways for growth outside of sales or management. Despite being part of a global parent company, product pricing is inconsistent and often higher than competitors. Price-matching is available but handled inefficiently, putting clinicians in awkward positions when trying to justify costs to clients.