A great, innovative company to work for, who puts the patients at the center of the mission. - Anonymous employee Press Ganey Employee Review

5.0
24 Nov 2014
Anonymous employee
Recommend
CEO approval
Business outlook

Pros

Our senior executive team is extremely involved with our clients, and they are investing in the right places to ensure that we are positioned at the market leader. Since Pat Ryan has joined Press Ganey, we have solidified our thought leadership, and have clarified our mission - which is to partner with health care organizations to improve the patient experience. The pay is great, the work is meaningful, and we have fun while we are doing it.

Cons

There is a strong focus on the bottom line. We have to justify all expenses - which is a good thing, but it means there is some red tape to jump through.

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5.0
21 Dec 2025
Recommend
CEO approval
Business outlook

Pros

PG has many talented people that are amazing to work with and learn from. The account teams are structured to allow amazing people working together to support client goals and foster a collaborative environment.

Cons

Upward mobility isn't always aligned perfectly for some roles

2.0
22 Feb 2026
Recommend
CEO approval
Business outlook

Pros

If you want to get your hands dirty with healthcare policy or hospital system strategy, the Consulting and Advisory teams do some legitimately interesting work. The data access is also a massive plus—if you’re a Data Scientist, you won’t be hurting for data to work with.

Cons

Instability is the Norm: Constant, unexplained layoffs have created a pretty paranoid atmosphere. Management doesn’t handle change well, and people are always looking over their shoulders. Frankenstein Tech Stack: The company prefers buying new companies over fixing the ones they already own. This leaves you with a core product that's basically held together by duct tape and technical debt. Sales often sells a "dream" that the current tech just can't actually do. Broken Integration: There’s zero effort to actually merge the cultures or systems of the companies they buy. It’s just a revolving door of new names and fragmented processes. Management Deflection: When things go south, leadership tends to point fingers at junior staff or "reorganize" rather than taking any responsibility. The "Bonus" Trap: Don't count on your full package. Bonuses are rarely funded above 70% (it's often less), which effectively feels like a hidden pay cut.

7
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