Epos Now reviews

The product is severely lacking and outdated — unless you’re running a lemonade stand, it’s essentially useless. It receives little to no attention or updates because leadership is focused almost entirely on payments, aiming to inflate “active user” metrics ahead of a potential IPO. Real product improvements are deprioritized. The company continues to force a UK blueprint into the U.S. market without adapting to American standards or expectations. It’s like trying to drive on the wrong side of the road here — it doesn’t work, and leadership doesn’t seem interested in course-correcting. The sales team is treated like the high school football team — they can do no wrong. They’re given free rein to say whatever it takes to close deals, often overselling or misrepresenting the product. Customers quickly realize the system doesn’t meet their needs, and many cancel within weeks — creating a high churn rate that lands squarely on implementation and support teams to clean up. Internally, there’s a revolving door of employees. Even top performers are not retained. One of the most experienced agents (with just seven months under their belt) was denied a raise due to not hitting rigid KPIs — despite being named Employee of the Month. It sends a clear message: results don’t matter, metrics do, even if they’re unrealistic or counterproductive. The compensation is significantly below industry average — $20K–$25K less than similar roles elsewhere. Raises are supposedly reviewed every six months, but management will find any reason to deny them. Pay transparency is also a serious issue — commission breakdowns are missing from paystubs (which is legally questionable), and the excuse given was, “our payroll guys are lazy.” Leadership lacks consistency, accountability, and basic transparency. Issues are marked “resolved” when they’re not, and following up usually results in confusion or gaslighting. Asking about stock options leads to vague, evasive answers. Feedback loops don’t exist — employees are expected to adapt while leadership stays stuck.

The first and most obvious is the low pay. I worked as an implementation consultant at the company, and if our only job was to teach customers how they can implement the software into their business, perhaps it could be a bit more justified. However, an implementation consultant did way more than just teaching clients how the software works. We were also expected to: * Call customers endlessly to either offer them training or persuade them to allow us to assist them in getting their payment devices activated, thus causing customers to become annoyed and upset at their trainers before even meeting us due to the fact that we were constantly being pressured by upper management, who are in the UK, to keep calling customers until we could integrate their payment devices. * Drop EVERYTHING if a customer was ready to integrate their payment device, including our already scheduled appointments, because apparently, teaching the customers how to add their products and services into a point of sale system isn't more important than getting their card machine integrated. * Upload a customer's entire product catalog for them via a csv spreadsheet, sometimes even having to correct their errors or copy/paste their items from another system's csv file into our templates. * Call customers on the brink of churning to try and retain them, even after they had already spoken to a retentions agent. If we had any down time to work on managing our accounts or preparing a client’s bulk import sheet, management would hunt us down to take inbound calls, which would sometimes involve a troubleshooting issue, causing us to either miss our meetings or be late to them. Therefore, customers deemed us as unreliable and untrustworthy because we didn’t show up to our meetings. There was also a lack of communication between the sales department and the implementation consultants. Sales would promise the moon and the stars in order to get them to close the deal, often promising specific functions that the company’s software cannot do. But upper management, especially the heads of implementation overseas, would blame the implementation consultants when a client expressed an intent to abandon the platform, saying that we weren’t doing enough to retain them and that we had to offer more training. How does a trainer retain a consignment shop owner who needs an advanced POS system with functions very specific to their type of industry? Epos Now also doesn’t offer many growth opportunities within the company, despite them promising that they do support the agents’ career aspirations. Also, some agents didn’t pass probation and were fired for things that could have been easily amended, such as giving them more extensive training in objection handling, or providing them with additional support in areas where they needed to improve. There was a time when there was no in-office team lead, and agents were pretty much left to their own devices. They also had us working on Sundays with no actual objective. Clients rarely ever requested training on Sundays, or wouldn’t pick up the phone, and calling random accounts resulted in us agents getting yelled at by annoyed customers.