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WestPoint Financial

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Nice coworkers but high turnover and low pay - Avis employé Financial Advisor WestPoint Financial

1,0
5 avr. 2026
Recommande
Approbation du PDG
Perspective commerciale

Avantages

The coworkers are generally nice people also trying to survive

Inconvénients

Don’t be fooled by the professional office and the nice suits. This is a churn-and-burn insurance agency masquerading as a financial planning firm. They recruit aggressively because the turnover is massive. They rely on "new blood" to sell policies to their immediate social circles; once that well runs dry and the new hire realizes they aren’t making a living wage, they quit, and the senior partners keep the commissions.

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5,0
26 mars 2026
Employé (anonyme)
Recommande
Approbation du PDG
Perspective commerciale

Avantages

Everyone is welcoming and easy to work with.

Inconvénients

None that I can think of

1,0
20 mars 2026
Recommande
Approbation du PDG
Perspective commerciale

Avantages

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.

Inconvénients

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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