Beagle Reviews

Pros • Fast-paced environment with rapid hiring and expansion activity across multiple offices during my time. • If you like intensity and can ramp quickly, you’ll get a lot of reps fast. • Many individual contributors I worked with were capable and worked hard. Cons • Unpaid trial work: Candidates were required to complete at least two on-site days of unpaid work before being considered for employment. • High turnover and limited transparency: Terminations and role changes happened frequently, sometimes in large groups, with minimal context shared with the broader team. This created a constant sense of uncertainty. • Operational instability impacted revenue collection: While sales activity occurred, there were recurring internal issues that, in my experience, interfered with billing/collections and delayed revenue being recognized/collected. • Misalignment between product positioning and internal reality (as observed): The company presented itself as an AI/software business. In my role, I did not see customer-facing work meaningfully automated by AI. Many tasks I expected to be handled by software appeared to be handled manually (including report pulling and account updates). At times, I personally had to review reports and make account changes because there wasn’t a reliable system workflow available to do it. • Heavy performance pressure despite tooling/process constraints: Leadership emphasized increased revenue output from sales, but key systems/process issues were a major limiting factor from my perspective. • Staffing changes in engineering and operations: There were significant changes to engineering and operational support during my time, which further contributed to instability and difficulty executing. • Terminations framed as downsizing: I was told explicitly in my exit conversation that my termination was not performance-related, but due to the company needing to reduce headcount. Multiple high-performing colleagues were demoted or terminated around the same time. • Payroll disruption at separation: After termination, final pay was not received immediately, and multiple employees reported pay delays around the same period. In my case, final pay was ultimately received by end of business Friday (the regular pay date). (Severance was still pending at the time I’m writing this.) Advice to Management • If using a trial period, ensure it complies with wage-and-hour rules and is clearly communicated in writing before candidates start. • Improve transparency and consistency around performance expectations, role changes, and terminations. • Stabilize billing and core operational workflows before scaling hiring and setting aggressive revenue targets. • Ensure product messaging matches how work is actually performed (automation vs. manual operations). • Treat payroll as a non-negotiable priority during transitions and separations. Overall This environment may work for someone who is comfortable with uncertainty and a high-pressure pace, but prospective employees should ask detailed questions about compensation during any trial period, turnover/headcount stability, the maturity of internal systems, and the reliability of billing and payroll processes.

The hiring process was all over the place saw they’re getting sued currently. Should have trusted my intuition, was promised 85k - 95k base on offer it was $60k. Didn’t get any training first couple days had to figure stuff out myself, had to use my own phone hotspot to connect to my laptop to call. Didn’t get paid for my work trial. Was under intense pressure to perform with zero training from day one. Got let go out of no where on a weekend after leading the team with meetings based on performance. Then they disappeared when I went to office to confront them about my pay. Such a bad way to do business man. They building so much bad karma for themselves as a business if they don’t realize.