Writing my review here because your site won't let me write a review, or send the feedback email via Contact us. Dear EOS Leadership Team, I am writing to formally express my deep dissatisfaction with a recent experience at your facility, which unfortunately reflects a pattern of ongoing issues I have encountered over the past year. I joined EOS Fitness approximately one year ago with the intent of maintaining my fitness routine during the warmer months. My high school-aged son joined as well, eager to begin strength training. In support of his goals, I committed to a four-month personal training package for both of us. However, from the outset, our experience was plagued by inconsistency and lack of professionalism. During the first few months, we experienced a revolving door of trainers—many of whom quit, were terminated, or simply failed to show up to scheduled sessions. We often only discovered these cancellations upon arriving at the gym, with no prior notice via call or email. Though I was repeatedly assured that additional sessions would be added to compensate for these disruptions, no such adjustments were ever made. Additionally, I was unable to cancel due to being locked into the four-month agreement. The turning point came when we were paired with Braiden Brown, who has been nothing short of exceptional. He has demonstrated professionalism, dedication, and a genuine investment in our progress—particularly with my son. Braiden brought consistency, motivation, and a sense of accountability to our training, and for that, I am truly grateful. After nine months of training and considerable progress, we decided to end our training program and continue independently. I met with Jake, the Fitness Training Manager, who guided me through the cancellation process. During our conversation, we reviewed all my active training plans, and he assured me that everything would be cancelled appropriately. He explained the remaining billing schedule and the sessions I would have left based on completed training. I was told I would receive a confirmation email in a few days. Ten days passed with no email. When I followed up, Jake reassured me that everything was pending and would be processed soon. However, when I visited the gym today to confirm once again, a staff member informed me that one of the training programs was still listed as active—despite the original request clearly stating the cancellation of both. The associate attempted to clarify the situation and acknowledged that an error had occurred. He then went to consult a manager. What followed was an unfortunate and unacceptable interaction. The Operations Manager, Natalie, engaged with me in a manner that was deeply unprofessional and, frankly, humiliating. She raised her voice, pointed her finger at me, and dismissively told me to go sit at the front desk if I wanted help—refusing to assist me herself. When I asked how long I might have to wait, her response was, “I don’t know, an hour, whatever,” before she shut the door in my face and turned her back to continue speaking with other staff. This experience left me both embarrassed and disappointed. Thankfully, Assistant Manager Maverick later came to speak with me. He was professional, courteous, and confirmed that the error had been corrected and no additional charges would be made. I appreciate his help and professionalism. When I asked who the facility manager was, I was told it was Natalie—the very person who had treated me so poorly. As a Vice President at a large investment firm, I fully understand the pressures of customer-facing roles and managing operational challenges. However, behavior like this not only damages customer relationships, but also erodes trust in your brand. EOS Fitness is a growing company. I’m aware of the recent investment intended to help the company expand from $150 million to $190 million in 2025. But with front-line managers like Natalie representing your brand in core middle-income communities, you risk undermining your progress. Her behavior was not a reflection of youthful inexperience—it was a lack of basic respect and accountability. I urge you to provide Natalie with the coaching and support she clearly needs. Additionally, having a facility manager working behind a closed door, disconnected from the client experience, is not conducive to good service in a member-centric business like fitness. While I don’t expect a follow-up, I felt compelled to share this with the hope that your leadership will take it seriously. A better service model and stronger managerial presence will help you reach—and exceed—your growth goals. Sincerely, AL