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WestPoint Financial

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Horrible - Recensione dipendente - Financial Services Professional presso WestPoint Financial

1,0
22 giu 2014
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Flexible hours, you are your own boss, gained sales experience

Svantaggi

Full Commission, Did not receive a pay check for three months, constant cold calling unless you know enough rich people to buy insurance, very misleading company in terms of pay (was told I would receive a stipend and never did), pyramid scheme (more experienced advisors would "help" you close deals, but in return receive a large cut of the commission), went through my whole savings just to work at this place, had to pay back the company $300 for training materials (printed sheets of paper) once I had quit.

Esplora altre recensioni su WestPoint Financial

5,0
26 mar 2026
Dipendente anonimo
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

Everyone is welcoming and easy to work with.

Svantaggi

None that I can think of

1,0
20 mar 2026
Consiglia
Gradimento del CEO
Pronostico commerciale

Vantaggi

The office space is genuinely impressive—beautiful location in Madison with great views overlooking the Middleton area, which made coming to work more pleasant on a daily basis. The front desk receptionist was exceptionally friendly and helpful, which created a positive first impression and helped brighten the overall atmosphere.

Svantaggi

This role felt like Northwestern Mutual repackaged with a different brand/label. The training program and many of the staff (including leadership) consisted heavily of former Northwestern Mutual employees, and the structure mirrored their model closely. You're told you're an independent "business owner," but in practice, you're treated more like an employee with heavy oversight, required activities, and pressure to meet certain metrics. There was strong emphasis on prospecting friends, family, and personal networks for leads/clients. If you resisted or didn't comply, the environment became noticeably colder—people were shunned or treated differently, which created a high-pressure, exclusionary culture. The business model appeared more focused on leveraging new hires' personal contacts (to generate joint work or client acquisitions) than on genuinely helping representatives build sustainable, independent practices. Many in the program struggled or left quickly.

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