Organizational Malpractice - Business Development Executive rex Employee Review

1.0
Feb 2, 2026
Recommend
CEO approval
Business Outlook

Pros

The company's property management arm, Resprop, is growing and well-managed by experienced property management execs. Resprop is the firm's only moderate success story. The other groups (real estate private equity, tech, insurance) are staffed by decent, friendly and well-meaning people throughout the lower and mid level ranks. They deserve better senior management.

Cons

Turnover is appallingly and disturbingly high, especially in the company's private equity real estate arm. Peter Rex should be ashamed of his quick trigger firing tactics: within the past 9 months he has hired over a dozen mid/senior level employees within real estate and tech, and let go of all of them within 3 months (some in less than 2 weeks) without explanation, prior discussions, reviews or notice. One day to the next - all gone; no severance, no benefits, no mercy. He let go a top marketing professional (Rex ignored all of his advice and recommendations and refuses to pay for a serviceable web site), a first rate ex-Tesla operations professional, a leading crowdfunding exec, and a team of seasoned business development and capital raisers (who he undermined by not agreeing to meet with potential investors, and bizarrely going off the grid and incommunicado for weeks on end). He replaced them with junior level, low salary staffers who are forced to make hundreds of cold calls to small investors, to raise capital for the company's one deal that closed months ago without being fully capitalized. In other words, Rex closed a multifamily apartment deal without the necessary funds, and as a result is unable to pay for renovations to the property (why Rex wouldn't just write a check to cover the difference is baffling and represents a concerning sign for the financial health of the organization). In the 2010s, Peter Rex timed the real estate market perfectly, and bought 100+ assets at the right time, and sold nearly all of it at the right time. But his strategy to start acquiring again has gone terribly wrong because he refuses to bring in larger investors (because they want to have some decision rights and control in the deal, but he refuses to give up any decision rights because of his giant ego). So the organization is desperately cold calling retail investors (unsuccessfully). If you accept a job here, you will be given a very short leash, and will most likely be gone within 3 months. By the way, you can ignore their work remotely philosophy, if you're not based near Austin you won't last; they have fired every single non-Austin based employee (not counting the Resprop property management team, and a handful of Tampa area employees). The company has a WFH policy because they won't pay for office space.

Explore other reviews about rex

5.0
May 8, 2026
Recommend
CEO approval
Business Outlook

Pros

Mission-Driven, Not Just Marketing: Most companies have values on a wall, but here, we actually live them. We dedicate real company time to dissecting our mission and discussing how it impacts our daily work. It’s raw, honest, and better than any culture I’ve experienced elsewhere. Meritocracy: There is massive opportunity from tech and ops to investments within real estate. The company genuinely invests in employee development and rewards you based on your production, output and potential, not just what’s on your resume. The Invictus Mentality: We are relentless. The environment is high-performance; we take our lumps, learn from them, and keep moving forward. It’s a culture of winning.

Cons

High Intensity: The "Invictus" mindset isn't for everyone. If you aren't comfortable with a fast-paced environment where you're expected to learn quickly from setbacks, you might find the pace challenging.

1.0
Apr 21, 2026
Recommend
CEO approval
Business Outlook

Pros

Flexible work from home environment

Cons

- Despite being positioned as a tech company, the organization operates primarily as a real estate company with very limited understanding of how to build and sell a tech product. The product itself is not market ready and BDRs are set up to fail from the start. - Leadership is highly micromanaging and deflects blame downward when results don't materialize, rather than acknowledging fundamental product and market fit issues. - Performance expectations were not clearly defined or communicated in writing during onboarding. Targets appeared to shift retroactively. - There appears to be a pattern of hiring BDRs with promises of growth and commission, then terminating around the 90 day mark when the product fails to generate interest — regardless of individual effort. - Resources provided to do the job were extremely limited. When concerns were raised, the response was essentially to figure it out independently. - No formal review process or structured feedback before termination. Issues were raised for the first time at or near the point of firing. - Compensation structure including guaranteed commission was not handled transparently after separation.

3
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