Lumeris Reviews

Embarrassed to admit many of the claims made by our senior leaders are incredibly exaggerated. Vaporware. Just read the news releases. Filled with lots of Silicon Valley buzz words and jargon, usually by Mike Long. There is a lot of turnover but somehow Mike Long is STILL allowed to run this ship despite so many unforced errors and missteps. Be sure to flatter his ego if you come here. In my experience and what others have shared he is threatened by people who disagree with him and who want a reasonable work-life balance. Most of the senior execs live in far-away cities. There is a lot of micromanagement. Many new executives get fired after a few months or they quit for something better. I think the rest stay because they think the company will be sold or go public and they can cash out some of their stock options. We burn through so much cash. I wonder when all these investors will stop putting crazy amounts of money into a strategy that is always changing? Like does John Doerr actually know what happens on a day-to-day basis at this company? It would be fascinating if our investors had a chance to secretly watch this place for two weeks. I hope it ends well but aside from the Essence health plan in St. Louis I don't think we make any money. So much money going into these ideas Mike Long and his pals have convinced the board are going to be a big deal, but then they everything falls apart when it's time to execute and show results. I think the culture has gotten a little better but it still seems negative. There are some people here who really care and are trying to make a difference. Dr. Doerr is an example but there are others. Not sure I would say the culture is toxic but most of the positive reviews you see here are understood to come from our HR people or the people they convinced to write something nice. Notice how general and superficial most of those are. I think maybe we should have stayed an insurance company. Maybe a small one because people seem to have forgotten all the Essence plans that were started and then didn't work. Go check the Medicare records and see how the Essence model or whatever failed in Kentucky and New York and Washington and I think there were other states. So I'm not sure the model really even works outside of St. Louis. Richard Jones is the guy who basically runs the health plan now, He is a former exec at the big insurance companies that we said we wouldn't become. He is nice in the hallways but in meetings and especially in some of his actions you can tell he is very political and maybe even passive aggressive. I wish he would actually stand up to Mike Long and others and not just be a yes man to those types of people. I wonder how much better we would be if he totally stopped caring what Mike thought of him and what Mike thinks of other people and just did the best things for the business. I'm not sure we've ever seen the best of Richard. By the way, he is a gifted finance and accounting person. Just not very good with team building and stuff. Things seem to have taken a major turn for the worse when Frank Ingari stopped running the entire company. That man earned the respect of so many employees. People LOVED the guy. He was smart and confident and open to new ideas. Sure there were downsides and he was in no way perfect but then he was sort of demoted to run just the health plan. He did a really good job cleaning up the Essence health plan especially since he didn't have any health plan experience. He really cared about details and doing the right thing. He thanked employees in sincere ways for the sacrifices they were making and tried to help them keep some work-life balance. Then he left for NaviNet when we bought some of that company and recently it was bought by some rich guy At least Frank still has a role on our board.

I was forced to give it one star, but I wouldn’t give this place any stars. It goes against my better judgement leaving any kind of negative feedback, but without honesty, there will be no change. 1) Start at the top and clean out the CEO’s office. I’ve never experienced a leader (and assistant) who think they know absolutely everything and make it so completely difficult to get anything done. This is who and where the tone is set, and this company is completely schizophrenic because of it. Stop saying “we’re changing healthcare in the United States.” You haven’t yet; you aren’t; and you won’t. Stop letting the egos get in the way of the cause. You are not that great, and your abysmal track record at Lumeris is proof of it. 2) Main investors: get your money back. Sell the whole kit and caboodle to the highest bidder. Your best chance at any payout is an immediate exit strategy. 3) Human Resources: get it together, please. Many of you have little experience in your roles, and it’s because it was easier—and cheaper—to promote you rather than hire experienced talent to meet the chaotic demands of this organization. I’ve seen it so many times…in over your heads and then came the hatchet…promote the next incompetent…rinse and repeat. The turnover at the “Chief” and “SVP” level—within HR—is unheard of anywhere else. Now, there’s no HR representation on the corporate leadership team…because there is no leadership. Herein lies a fundamental problem for the whole organization. 4) Lumeris Sales: I can’t even begin to tell you how many people I saw come and go. The backbiting made it feel like the third-grade playground. If you’re considering a job in Lumeris Sales or Lumeris Consulting—please heed this advice and do not take the position. Some of the Lumeris Sales leaders are abhorrent. Honestly, I’ve never worked at a place where so much money is wasted on closing deals…that never get closed. Oh, the CEO will tell you in the all hands meetings that they’re getting close to signing deals but pay attention. The deals and partnerships that keep getting talked about are those that have already closed…and it’s like a broken record every time. I’ve never witnessed so much talking—meetings, reports, meetings, reports—without any progress. 5) Health plan operations: Some of these people have the kindest and most generous hearts. This is where the business model was created, and this is what offers hope to outside organizations that have no clue about the internal operations of Lumeris. Health plan operations is relied on to close deals (that rarely close; see point 4 above) and then they’re overworked trying to keep the too-few customers happy so they won’t leave. 6) Technology: All I can do is shake my head here. Outdated. Broken. Remedial. 7) YOU! If you’re considering working here, don’t do it. If you’re considering doing business with Lumeris, don’t do it. When the recruiters tell you, “don’t pay any attention to Glassdoor,” please pay very close attention to Glassdoor. When the recruiters tell you, “we’re growing very fast, so there’s a certain level of discontent in current and former employees; it’s just growing pains,” realize instantly the amount of stress that will be placed on you…without the compensation to match it. When the awards are gone and stars have been removed, there are reasons why…client dissatisfaction. Don’t let that be you…there’s too much on the line. You have been duly warned.