Mission: Be the catalyst for massive, sustained improvement in healthcare outcomes
* Deliver industry-leading analytics and decision support technology
* Provide the most effective domain expertise
* Create 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
I have been working at Health Catalyst full-time (More than 5 years)
Health Catalyst has a soul. The company exists to be an enabler of massive outcomes improvement in healthcare. That is a mission worth contributing to every single day. The leadership team has focused on creating a best place to work for all team members, and consistently demonstrates this commitment through their actions. Two months ago after the leadership team reviewed our semi-annual Gallup team member engagement survey results (the company uses Gallup to survey team members, and every people manager's bonus is tied to maintaining industry-leading engagement--and the company consistently scores in the 98th or 99th percentile) they highlighted a pattern of feedback from team members about the remote team member experience. So they held a small-group discussion where they invited anyone at the company who would like to attend to come and talk about what's working and not working for remote team members. Within two weeks they introduced new policies addressing and improving a few of the more significant challenges. They have followed this same process dozens of times, making many changes that improved the team member experience.
The leadership team has chosen to follow a consensus-oriented decision making approach for company-wide, strategic decisions. The upside of this approach is that the leadership team rarely makes a bad decision. But the downside is that they take longer than some management teams to come to a decision. As the company scales, I believe the decision making approach will need to evolve towards more delegated decision making and trust towards the functional leads to make the right calls.
Also, a strength at Health Catalyst is that we feel like a family--team members feel that the leadership genuinely cares about them, and there is a stated policy to give team members who have had a performance problem a second chance. This produces some incredible turnaround successes and deep loyalty and commitment. It's probably one of the reasons the voluntary turnover rate is so low (3-4% per year). However, there is downside to this approach--sometimes the performance issues don't get corrected, and it takes longer to resolve these performance problems. I think the company can evolve this approach to move through the second-chance process more rapidly and then rely on offering a generous severance package when the second chance didn't work, but move more quickly.
Advice to Management
Keep focusing on scaling outcomes improvement, including a low-touch model where the right data in the right hands at a client leads to improvements, without a heavy, long process. Also, keep the focus on creating and maintaining a 'best place to work' by working every day to continuously improve the experience. Your efforts are appreciated and they are making a positive difference!
I applied online. I interviewed at Health Catalyst in July 2017.
The recruiter reaches out for a short 15 minute phone screening. The recruiter first email you for a date/time that you are available and then calls you from UT for a phone screen.