KMS Lighthouse Reviews

Don’t walk away from this company — run, and don’t ever look back. You’d have a better chance of coming out unscathed in a meat grinder than in this place. Where to begin? Rampant nepotism, abysmal benefits (especially the so-called health insurance), and compensation practices that are buried so far below market value, you’d be genuinely grateful for a $15 gift card at Christmas. Even a taco stand provides better pay, care, and respect for its employees. Around a year ago, the company’s Glassdoor rating was so low that senior leadership asked employees to post positive reviews. Not long after, the harshest and most critical reviews by former employees mysteriously disappeared. The culture is defined by overwork, constant crunch, and zero regard for employee wellbeing. You’re given no proper tools, resources, or equipment to succeed. The so-called hybrid work policy is rigid — you must be in the office three days a week, and you can’t use sick days or PTO to cover those in-office days. The office itself is cramped and uncomfortable — your average walk-in closet would feel more inviting. This company is designed to grind you down, drain your energy, and squeeze out every drop of positivity you have. Many people leave completely burned out after years of effort and dedication. There are no redeeming qualities here. Proceed with caution — or better yet, don’t proceed at all.

A major issue is the lack of structure, accountability, and consistent leadership. The U.S. office often felt disorganized and reactive, with shifting expectations, unclear ownership, and constant operational chaos. Employees were frequently expected to take on work outside their role without additional support or compensation. Commission payouts was also a repeated problem. Commission checks were delayed multiple times, and resolving those issues required repeated follow-up and escalation to HR. For a sales organization, that should not be a recurring issue. Leadership in the U.S. office did not provide strong oversight or accountability. Problems were often ignored until they became bigger issues, and standards were not enforced evenly. The stated three-day in-office policy did not appear to apply equally to everyone, which created frustration and damaged trust. Another serious concern was the company’s dependence on headquarters in Israel for decision-making. The U.S. team had limited autonomy, which slowed execution and created unnecessary bottlenecks. More troubling, there was a clear pattern of employees without direct ties to Israel being treated differently. In my view, this went beyond favoritism and reflected discriminatory behavior in how certain employees were supported, valued, and held to standards compared with others. From a business standpoint, the results also raised concerns. In 2025, the U.S. office brought in five new logos, and at least one customer backed out due to implementation complications. That reflects broader issues with execution, internal alignment, and leadership. Overall, this was a difficult environment to work in. Poor structure, delayed commissions, inconsistent enforcement of policies, weak operational leadership, and discriminatory treatment tied to relationships with headquarters created a workplace that was frustrating, unfair, and hard to succeed in.