Not kidding when people tell you the culture here is great - Senior Product Engineer Cedar Employee Review

Cedar is full of some of the most talented, collaborative and tenacious people I have seen in my career. They run at complex problems head on and collectively. Making lasting change in an industry as complicated and broken as the US healthcare and healthcare financial system is a massive mountain to climb and while the job at Cedar is not easy, the environment is conducive to taking calculated risks, leveraging the best tools and talent and remains after several years a place I am still motivated to be contributing to each day.

Enterprise tech is challenging. Enterprise tech in healthcare is a beast. We have tremendous complexity to deal with across our infrastructure and data, our products and in managing our clients and segments. Because so much is so interconnected, it is often difficult to isolate problems and tackle thematic pain points, especially internally. This can make us slow to address what seem like obvious challenges. But, the team you're working with makes it tolerable and these are not problems that are unique to Cedar or companies like it.

Incredibly talented, smart people. Mission driven work. High ownership environment- good place to stretch quickly

Cedar has strong talent and an important mission, but ongoing strategic changes and leadership inconsistency make it a difficult place to do sustained, high quality work Company direction is extremely uncertain and shifts frequently (about every 6 months), which makes it hard to see initiatives through . These shifts often happen without clear follow through or measurable outcomes Leadership alignment appears inconsistent - which leads to constant reprioritization and confusion on what actually matters Decision making is slow and often unclear from leadership, causing unnecessary swirl rather than forward progress Attrition is a problem right now with most roles not being backfilled. Also several silent layoffs have happened recently which has negatively impacted morale and trust. Leadership still expects high performance, but is doing nothing to address morale or to incentivize sustained performance Favoritism is rampant in some departments, affecting visibility and promotion outcomes - performance alone does not always drive advancement making it feel non-meritocratic Significant executive turnover over the past 1.5 years, which contributes to the broader sense of instability. I would ask about this if I were interviewing at cedar