Major culture change - Senior Manager MCG Health Employee Review

Highly focused vision and great culture of transparency!

Unpopular opinion, but I wish we worked more in-person

strong and meaningful mission and has historically been a respected leader in our field. Some talented engineers and operators care deeply about the product and customers.

Over the past few months, engineering leadership (new CTO especially) has made disruptive organizational and process changes without adequately understanding existing workstreams, dependencies, or operational realities. Critical hires were blocked or reshaped under a “startup mentality” without clear analysis of actual team needs, and a central operating team we all relied on across engineering was dismantled with no due diligence, transition planning, or communication, creating gaps in ownership and support. Rigid, consultant-driven “SAFe” frameworks are being introduced without evidence they would improve delivery or reliability. Leadership has shown little willingness to incorporate new information or adjust course when presented with concrete risks, raising concern that engineers will be held accountable for outages caused by top-down structural decisions. Together, these changes increase the risk of customer-facing support issues and both technical and professional instability.