This company is a rip off and colis newbill (what is that a clown's name) is a liar. They bought out asons construction co in muncie, indiana with the promise to pay all contractors for on-going jobs. They waited until asons closed - with colis newbill lying all the way - and then offered fifty cents on the dollar. There are a lot of unsaviory companies in this business and northsight is one of them. Do yourself a favor and don't waste your time or money.
At the end of September, I had an interview with Frances Garcia (head of the HR department) for a vendor manager position. She said that I would be called in for a second interview, but after a week of waiting, they decided to skip that and just hire me. However, instead of giving me the vendor manager position I interviewed for, they offered me the much lesser position of "vendor recruiter" with the promise that if I performed well, after 3-6 months, I would be promoted to vendor manager. Disclaimer: they did hire me through a staffing agency. BUT in my welcome interview with 2 other people hired in different positions, it was made abundantly clear by Frances that she didn't want any of us to be temporary. She said that the company would be investing their time, energy, and money into us and that they hoped to keep us for a very long time. My first day of training was with Kandace-- someone who'd been given the title and pay of a "supervisor" but wasn't actually given the responsibilities of one. She's absolutely brilliant and was incredibly knowledgeable about the job, while the (male) person given the title "manager," knew far less than she and had the temperament of a 10 year old boy. I'm a tad scatterbrained and can be frustrating to teach because of all of my seemingly random questions, but Kandace took it in stride and adapted to my learning style fantastically.
The next day, I trained with a fellow recruiter, Michael, and the day after that, I trained with Collis. Collis was condescending, intimidating, and controlling, but he was also being groomed by Pierre and the owner, Steve, for some higher position. He sat next to me at my computer to walk me through some things, but if I tried to ask questions or change tabs to show him something, he would sternly tell me to be quiet and do as he said. I became so uncomfortable that Pierre told me to train with Kandace again instead. A quota for contacts per day didn't really exist in a concrete sense, but based on our "recruiting dash" with various graphs comparing our performance, recruiters were raking in 25-45 contacts per day.
My first full day of working, I had 68. The next day, I had 52. The next day, we had a meeting with Steve who commended my hard work. He then decided to switch up how our department ran, and he gave Collis and Michael a challenge-- hit 100 contacts each day for 2 days and the recruiting department will be given a bonus structure. They essentially failed. So the following two days, I hit 118 and 122. The owner was impressed but didn't give my achievement much attention. After that, I did my best to outperform everyone else on the team. And I did with a decent amount of consistency.... All within the 4 weeks I worked there. My goal was to hopefully make the owner realize that he'd be making a grave mistake in giving that higher position to Collis because a newbie of a couple weeks was consistently outperforming him from day one. Collis continued to be treated like a god by the owner and higher ups, including Pierre, while Kandace and I were responded to with extreme anger whenever we asked Pierre any questions crucial to our jobs. Collis kept casually mentioning to Kandace and Michael that our jobs were being automated, but even so, we were reassured by Steve and Pierre that we were still important parts of the machine. One of the other members of our team had actually been let go the previous week, but we all chocked it up to be his absolutely terrible performance and not the new automation.
My second to last day, after Michael and Kandace approached me with much anxiety about being let go, I decided to have a brief conversation with Steve. In this conversation, he told me that my position was still a necessary one. I expressed my concern that I would be let go before being given the opportunity for that higher position I was promised. I then visited Pierre who said something similar. Both implied that the other employee was let go due to poor performance rather than automation. The next day, I got home, and I received a call from the staffing agency that my position no longer existed. The following day, Kandace was let go as well. Collis and Michael, however kept their jobs. Essentially, they did all sorts of false advertising to me about my position in their company and let me go after a month despite my incredible performance.
Northsight Management has scammed just about every single REO, REIT, private and small investor nationwide.
With claims of having hundreds of contractors in your "local market", don't be fooled by these hacks! They pretend to have resources that don't exist and continuously fail your projects.
Should you have the misfortune to run into any of their officers, sales associates, and non-existing field team- simply walk the other way. NORTHSIGHT MANAGEMENT have obviously made enough money to fight their complaints but that must be getting expensive and desperate. You’ll notice if you have this opportunity that it seems slick, rehearsed, and oddly fortunate that you are about to be hustled.
From creating illegal insurance documents to over and double billing invoices this company has done just about every illegal and amazingly unethical business practice conceivable.
Northsight Management Reviews
This company is a rip off and colis newbill (what is that a clown's name) is a liar. They bought out asons construction co in muncie, indiana with the promise to pay all contractors for on-going jobs. They waited until asons closed - with colis newbill lying all the way - and then offered fifty cents on the dollar. There are a lot of unsaviory companies in this business and northsight is one of them. Do yourself a favor and don't waste your time or money.
At the end of September, I had an interview with Frances Garcia (head of the HR department) for a vendor manager position. She said that I would be called in for a second interview, but after a week of waiting, they decided to skip that and just hire me. However, instead of giving me the vendor manager position I interviewed for, they offered me the much lesser position of "vendor recruiter" with the promise that if I performed well, after 3-6 months, I would be promoted to vendor manager. Disclaimer: they did hire me through a staffing agency. BUT in my welcome interview with 2 other people hired in different positions, it was made abundantly clear by Frances that she didn't want any of us to be temporary. She said that the company would be investing their time, energy, and money into us and that they hoped to keep us for a very long time. My first day of training was with Kandace-- someone who'd been given the title and pay of a "supervisor" but wasn't actually given the responsibilities of one. She's absolutely brilliant and was incredibly knowledgeable about the job, while the (male) person given the title "manager," knew far less than she and had the temperament of a 10 year old boy. I'm a tad scatterbrained and can be frustrating to teach because of all of my seemingly random questions, but Kandace took it in stride and adapted to my learning style fantastically.
The next day, I trained with a fellow recruiter, Michael, and the day after that, I trained with Collis. Collis was condescending, intimidating, and controlling, but he was also being groomed by Pierre and the owner, Steve, for some higher position. He sat next to me at my computer to walk me through some things, but if I tried to ask questions or change tabs to show him something, he would sternly tell me to be quiet and do as he said. I became so uncomfortable that Pierre told me to train with Kandace again instead. A quota for contacts per day didn't really exist in a concrete sense, but based on our "recruiting dash" with various graphs comparing our performance, recruiters were raking in 25-45 contacts per day.
My first full day of working, I had 68. The next day, I had 52. The next day, we had a meeting with Steve who commended my hard work. He then decided to switch up how our department ran, and he gave Collis and Michael a challenge-- hit 100 contacts each day for 2 days and the recruiting department will be given a bonus structure. They essentially failed. So the following two days, I hit 118 and 122. The owner was impressed but didn't give my achievement much attention. After that, I did my best to outperform everyone else on the team. And I did with a decent amount of consistency.... All within the 4 weeks I worked there. My goal was to hopefully make the owner realize that he'd be making a grave mistake in giving that higher position to Collis because a newbie of a couple weeks was consistently outperforming him from day one. Collis continued to be treated like a god by the owner and higher ups, including Pierre, while Kandace and I were responded to with extreme anger whenever we asked Pierre any questions crucial to our jobs. Collis kept casually mentioning to Kandace and Michael that our jobs were being automated, but even so, we were reassured by Steve and Pierre that we were still important parts of the machine. One of the other members of our team had actually been let go the previous week, but we all chocked it up to be his absolutely terrible performance and not the new automation.
My second to last day, after Michael and Kandace approached me with much anxiety about being let go, I decided to have a brief conversation with Steve. In this conversation, he told me that my position was still a necessary one. I expressed my concern that I would be let go before being given the opportunity for that higher position I was promised. I then visited Pierre who said something similar. Both implied that the other employee was let go due to poor performance rather than automation. The next day, I got home, and I received a call from the staffing agency that my position no longer existed. The following day, Kandace was let go as well. Collis and Michael, however kept their jobs. Essentially, they did all sorts of false advertising to me about my position in their company and let me go after a month despite my incredible performance.
Clint Stockton, NORTHSIGHT MANAGEMENT www.northsight.com
Main : 602.842.4000
Direct : 602.842.1045
Cell: 765.215.3043
[email protected]
www.linkedin.com/in/clintstocktonrealestate
Northsight Management has scammed just about every single REO, REIT, private and small investor nationwide.
With claims of having hundreds of contractors in your "local market", don't be fooled by these hacks! They pretend to have resources that don't exist and continuously fail your projects.
Should you have the misfortune to run into any of their officers, sales associates, and non-existing field team- simply walk the other way. NORTHSIGHT MANAGEMENT have obviously made enough money to fight their complaints but that must be getting expensive and desperate. You’ll notice if you have this opportunity that it seems slick, rehearsed, and oddly fortunate that you are about to be hustled.
From creating illegal insurance documents to over and double billing invoices this company has done just about every illegal and amazingly unethical business practice conceivable.