Growing up in Connecticut, Ian Sullivan dreamed of one day working in New York City. So, after four years at Southfield-based HealthRise — his first job, post-college — he accepted a position at a Manhattan consulting company. But he quickly realized his error in assuming all company cultures were the same. Three months later, he returned to HealthRise.
“I was missing the companionship and experience. I didn’t have that at my job in New York,” said Sullivan.
HealthRise empowers team members to capitalize on their strengths and take on projects that interest them. “No matter your age or experience, if you can deliver on your projects, you’ll be rewarded. I have been able to climb the ladder rather quickly,” said Sullivan, a young millennial who serves as Director of Hospital Site Operations at Trinity Health for HealthRise.
Ashley Adams said during her four-year tenure at HealthRise she has held a variety of roles, gained a breadth of experience and felt valued. She pointed to the company’s continued rewarding of its employees with raises and bonuses since the onset of COVID-19, despite reduced client fees.
The core business at HealthRise is revenue cycle and IT consulting that aids hospitals with patient experience, patient data, clarity on co-pays and the billing process, coding, claims and collections. The company’s core tenets include building meaningful and valuable relationships, continuous improvement and excellence.
HealthRise’s “cool” perks include competitive wages, strong insurance benefits and perks such as gym memberships. It also offers professional and personal educational opportunities, community service events and employee retreats. The management structure is relatively flat and the open-door policy goes far beyond the norm.
At most companies, certain voices are heard more than others, Sullivan said. But at HealthRise, he said, team members can share their brilliant ideas because everyone’s willing to listen.
“In the beginning, we set up levels of employees,” said Ryan McKindles, Co-founder, General Counsel and Vice President of Finance at HealthRise. “I remember thinking that we’re all on the same team. There has to be some accountability, but we don’t need to harp on hierarchy.”
When asked her title at HealthRise, Adams laughed. “It’s not something we really reference. Here the idea is more important than the title of the person who brings forth the idea,” said Adams, who is Vice President of Patient Billing Services at Trinity Health for HealthRise.
That thinking extends to conversations with CEO and Co-founder David Farbman, she said. “If you ask David to do something, he will do it as if he reports to you because he created a culture where we all support one another. A company is really only as good as its leader. David is the type of leader who goes to others for input.”
Farbman does that, he said, because it isn’t good to make decisions in a vacuum: “Democracy works when you have people committed to excellence.”
HealthRise, which has about 100 employees around the country, saw its biggest growth last year and is expecting revenue in the low $20-million range this year. Farbman credits his team for the company’s success.
Employees like Adams, who are honest about their cultural assessments of the business, are integral to the company’s success, he said. And the diverse staff of analytical thinkers, strong communicators and hard workers carry HealthRise’s positive culture with them to the hospitals they serve. “That helps them with their budgets. It helps them increase their net margins. And it gives them the tools and workarounds they need to be more successful,” he said.
McKindles said he never got a sense of community on his job before HealthRise and credited Farbman for cultivating the feeling of family amongst staff members.
So how does a company create a cohesive community when its team members travel frequently and are spread nationwide?
“We ask a lot of our people. There are easier places to work. But one of the things we have found that helps is doing an annual retreat,” Farbman said.
Every retreat is different: A couple of years ago, HealthRise took staff to the Phoenician, a luxury resort in Arizona. Last year, they enjoyed glamping on Farbman family grounds. Whether events include spa time or foraging for mushrooms, there are always team building competitions.
“We’ll break off into groups to come up with the coolest ideas. Whoever wins gets the money to implement the idea. These are fun, fast-paced focused efforts,” Sullivan said.
Adams’ favorite part about the retreats is the opportunity to spend time with and learn more about the HealthRise team.
“David opened up his home to us,” she said. “We got to see where he and his kids go fishing. He shared all these memories. To me that feels so vulnerable and genuine. It makes you appreciate the company even more.”
Among 2020's 100 Cool Places to Work, HealthRise was ranked No. 2 overall and No. 1 in the Medium Employer category. To learn more, visit their award profile.
August 16, 2020 at 11:00AM
https://www.crainsdetroit.com/sponsored-content/no-2-healthrise-where-ideas-hard-work-are-rewarded-and-doors-are-open
No. 2 HealthRise: Where ideas, hard work are rewarded and doors are open - Crain's Detroit Business
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