Working at Epos Now has been a deeply frustrating experience due to a severe lack of autonomy, poor communication, and an apparent disregard for the American workforce. The company’s biggest flaw is its stubborn insistence on transplanting a UK-based model into the U.S. without adapting to local labor laws, payroll systems, or workplace culture. This has created a daily disconnect between British leadership and the American team.
Requests often go unanswered for hours—or even days—because of the time zone gap, leaving U.S.-based employees scrambling to meet deadlines and support customers without adequate guidance. That delay doesn’t just hurt internal performance—it has a direct, negative impact on the customer experience. Leadership needs to exist in the U.S., not be micromanaged across the ocean. Flying in UK staff periodically is not a long-term solution. What’s needed is empowered, localized leadership that understands how to build trust, manage people, and respect labor standards in the American market.
Compensation is another glaring issue. Wages are significantly below U.S. industry averages for similar roles, and little to no effort has been made to align with market expectations. Commission structures are vague and inconsistently managed. At one point, commissions weren’t paid for months due to a lack of proper onboarding and training—not employee error. Yet, instead of taking accountability, leadership resorted to blame-shifting and calling teams “lazy.” That level of disrespect is unacceptable in any professional setting.
The workload and expectations are also unrealistic. U.S. employees are held to the same metrics as UK teams, despite working different hours, markets, and client types. It’s a one-size-fits-none approach.
The truth is: the U.S. team deserves better. Without major shifts in leadership philosophy, pay structure, and internal communication, Epos Now will remain stuck in a cycle of high turnover and inconsistent delivery.
If you’re considering joining—ask hard questions and proceed with caution. This company will not thrive in the U.S. unless it learns to adapt, respect local norms, and start treating its people like people—not just KPIs.
