Mission: Unleash data as a catalyst for massive, sustained improvement in healthcare outcomes
* Provide insight-producing data, analytics and decision support technology
* Deliver proven analytics services and improvement expertise
* Be the best place to work
We’ve figured out how to use analytics, best practices, and adoption services to improve outcomes
Health Catalyst was formed by a group of healthcare veterans with vast data warehousing, analytics and outcomes improvement experience. Early on, they saw where the healthcare industry needed to go. They built their own data warehouse, but realized it wasn’t sufficient to create the kind of fundamental improvement in outcomes that healthcare required. They soon realized they needed a multi-faceted approach combining technology, processes and people to achieve sustained outcomes improvement. After repeated experiences, they finally developed a three-pronged approach to improving outcomes: analytics, best practices, and a set of adoption processes. All three elements were necessary. If any were missing, sustainable outcomes became elusive. This approach was developed and fine-tuned within a large health system. After time, it became so successful that they decided to develop a solution that could be adapted to all types and sizes of healthcare organizations.
First, they commercialized their unique, healthcare-specific technology by introducing what is now called the Health Catalyst Late-Binding ™ Data Warehouse architecture. This platform is agile, flexible, and can be implemented in a matter of weeks compared to the months or years required by traditional data warehouses.
Second, they built a new series of analytics applications that included clinical and operational best practices gleaned from a combination of national and locally tuned sources. .They built these applications in a way that helped clinical teams significantly accelerate the outcomes improvement process by identifying the most common best practices and typical interventions for a specific clinical, financial, or operational process, while building flexibility into the applications to allow local health system data to tailor the solution to their needs.
Third, they developed a set of organizational adoption services and training, based on their years of experience, to help organizations accelerate their ability to prioritize, promote, educate, and scale outcomes improvement success across the system, as well as avoid many common, time-consuming pitfalls.
Finally, they started working with health systems of all sizes to improve outcomes. From large integrated delivery networks to academic medical centers to physician groups to community hospitals, the three elements of analytics, best practices, and organizational adoption proved successful. While each organization had specific needs that required adaption, the flexible Health Catalyst approach allowed it to grow and improve with each client.
And the results? We’ve now grown from a handful of employees to almost 400 team members. We’ve seen everyone from hospital administrators to doctors get excited about having near real-time access to a single source of truth. We’ve seen faces light up as they move beyond when the reports will come to what the reports reveal. And we’ve seen their passion when they learn how to use data to improve care. That drive to do right by the patients and the payers, to deliver the right treatment at the right time, is their passion. And their passion is our passion.
Health Catalyst’s Cultural Attributes: Smart, Hardworking and Humble
When we were first forming Health Catalyst, we got some good advice: make a list of beliefs and values we didn’t want to change. That list translates today into the Health Catalyst culture:
We hire people who are smart, who love to learn and pick up new skills quickly, independently and with little direction. We don’t have to reinvent the wheel with each solution we develop, but we also know that an off-the-shelf wheel won’t be the perfect fit every time. So we encourage our people to actively find and pursue innovative solutions that truly solve the problem … and more.
Our people are hardworking
Each time we work with a new client, we start by setting a deadline for implementing our platform, and we stick to it until the job is done. Sometimes this means doing more than we were contracted for – and that’s fine. Our team members are willing to do what it takes to get the job done right so that every customer succeeds.
Our people are humble
We give credit where it’s due. And often the credit for a really amazing idea goes to our clients and team members. Our company was built on humility. We appreciate praise and accolades but we never want these wins to blind us to the fact that our own success comes from everyone around us. Without them, we wouldn’t be where we are today.
Gallup Great Workplace Award: Two-time winner(2016 & 2017)
Best Places to Work: Small & Medium Companies: Ranked #11 (2017), #7 (2016)
Inc. Magazine Best Workplaces of 2017
Sponsor: Inc. Magazine
Modern Healthcare Best Places to Work in Healthcare: Five-time winner (2013-2017)
Sponsor: Modern Healthcare
Highest Rated CEOs at Small and Medium Businesses: Ranked #9 (2017)
Best Small & Medium Workplaces in Technology: Ranked #9 (2017)
Sponsor: Great Place to Work
Fast 50: Ranked #8 (2017)
Sponsor: Utah Business Magazine
Top Workplaces: Ranked #6 midsize business (2017)
Sponsor: Salt Lake Tribune
Best Companies to Work For
Sponsor: Utah Business Magazine
I have been working at Health Catalyst full-time (More than 3 years)
At other jobs I have had bad enough experiences with poor management that good management is all I really care about. There is good management at Catalyst. My immediate managers are so good that I've turned down offers to move laterally within the company so I can stay with them. I continually experience: verbal praise both in private and in front of others, concern for my overall well being, encouragement to take time off and not work in the evening, no micromanagement, freedom to come up with and pursue creative solutions, getting the benefit of the doubt, honest and straightforward feedback on what went well and what didn't, forgiveness when I mess up, going to bat and standing up for me when needed, mentoring, proactive encouragement to develop professionally and being given the tools and opportunities to do it. I observe the same qualities in other managers in my area who I work with but don't report to. The overall leadership in my area sets the tone for this (and, on a sidenote, are aggressive about dealing with organizational dysfunction). I am in the Platform area of the Technology organization.
It is sometimes unclear what's expected on a company level to advance. Paths are especially unclear for individual contributors, to the point that it seems like your current role is your forever role. I have been pleased to see HR and senior leadership strongly address these types of concerns lately and take what I feel are wise steps to clarify and standardize.
Advice to Management
Dan Burton and other executives - Continue your excellent tradition of matching your actions to your words. Thank you for walking your talk!
I applied online. The process took 2 weeks. I interviewed at Health Catalyst (Salt Lake City, UT) in February 2016.
Recruiter contacted me and had me do a coding assignment. After a week or two I received an invitation for an on-site interview. They had about four or so interviews with a pair of developers. Each interview had one coding question. They really care a lot about design patterns. They asked questions about how to make code more testable using design patterns. Write SQL queries that involved joins. Everyone was very nice and it seems like a good company.