What am I going to get back? That was the question running through my mind as we sent out the anonymous employee survey. My leadership team and I are vigilant about building a culture of real clarity, meaningful work, and real career paths. But when you ask a question directly and anonymously, you genuinely don’t know what you’ll hear. I worried: Is leadership out of touch? Has the culture we’ve worked hard to build actually connected with our team? That happens more often in business than anyone likes to admit: leaders convinced they’re doing right by their people, employees experiencing something else entirely.
Honestly, my stomach was in knots opening the results. “The company promotes teamwork, growth, and open communication, which creates a positive atmosphere where employees feel valued and motivated to succeed.” That’s a direct quote from the survey, word for word, the kind of thing we don’t edit, coach, or shape. It’s part of why I’m proud to share that WeShare Health has earned Great Place To Work Certification™, plus two 2026 Comparably awards: Best Leadership and Best for Career Growth.
People can tell the difference between a company that pays well and one that also invests in whether they grow. Pay gets someone in the door. Whether their manager coaches them, and makes room for them to advance, is what decides whether they stay. That’s the piece we’ve tried to build into WeShare Health as a habit, not a perk: real coaching, real room to advance, not a poster in the break room about “open communication.”
But growth isn’t the whole story. Healthcare has gotten so complicated that people forget it was ever supposed to be about people at all. WeShare Health brings that back: people helping people, the way healthcare was always meant to work. Our team isn’t just processing memberships. They’re part of that purpose coming to life for someone, every single day. That’s meaningful work, and it’s why our people connect to it the way they do.
The same instincts that make a workplace feel like that, noticing what someone needs, showing up consistently, not waiting to be asked, are what our team needs to bring to our members. We built WeShare Health to advocate for people getting affordable, human healthcare, not just to process their paperwork. You can’t train that into a policy manual. You build a culture where people practice it on each other first, and it becomes how they show up for everyone else.
This certification isn’t the finish line. It’s a sign that our values are actually being felt, by the people doing the work, before a single member ever calls in.
That’s not me being modest. It’s me being honest, because of what’s ahead.
I want to be straight with all of you: this certification is real, and it reflects something true about how we treat each other. But it doesn’t mean every part of our work is where it needs to be yet. The same feedback that told us what’s working also pointed to specific departments where the quality of our work needs to improve, and I’m not going to pretend that’s not true.
As we move into a period of expansion, that matters even more. Growth doesn’t lower the bar, it raises it. I’d ask every person here to take an honest look inward: what would it take, on your part, to reach a new level of excellence as we grow? If the answer involves more support, whether that’s resources, training, or how your team works together day to day, the first step is a conversation with your manager. That’s how we get aligned, move as one company, and keep showing up for our members the way they deserve.
This certification isn’t a signal to relax. It’s a reminder of the standard we’re building toward, and we’re not there everywhere yet.
To every person who makes WeShare Health what it is, thank you. Thank you for showing up for each other, for our members, and for being honest enough to tell us the truth when we asked, the encouraging parts and the parts that are harder to hear. This certification isn’t mine or the leadership team’s. It’s yours, and so is the work ahead.
