Neil Eisenberg

It might sound a bit strange, but I was happy to receive a "Termination of Representation Letter" from Kevin Mitchell of Mitchell Rogers Injury Law, located at 9480 S Eastern Ave, Suite 236, Las Vegas, NV 89123. Located in a strip mall above Einstein Bros Bagel, Kevin Mitchell doesn't know it, but he actually did me a favor.

After only a few days of signing their agreement, I became mortified by the poorly run, ill-trained staff handling my case. The people I came into contact with (because I called them, not the other way round), as it should have been, didn't have a clue what the case was about or what they were supposed to do. Each of them contradicted the other, and no one seemed to know what their function was. From the beginning, and only a few days after signing our agreement, I was already looking for a way out. So thank you, Kevin Mitchell.

Within days, Kevin, Director of Client Care, a clear misnomer, declared himself my case manager in writing, only to be contradicted by Cristal Sanchez, who also claimed to be my case manager. From Cristal, I ended up with someone named Lus, who, quite frankly, sounded as if she didn't have a clue about anything, yet declared herself my case manager. Three case managers for one case, wow, I must be their one and only client, I thought to myself. The total lack of professionalism and amateurish communication made me so nervous that I immediately began looking for another attorney. Thereupon, Kevin Mitchell issues an email resigning from the case. Once again, Mr. Mitchell, thank you. I can only imagine your legal expertise if you trained your staff.

Making matters worse, I never received a single call, text, or any communication from Kevin Mitchell upon signing with his firm, even though his name is on the door. This lack of contact can make others feel neglected and suspicious of the firm's reliability, highlighting how the firm's operations may neglect client needs.

I wish this incompetent law firm the best of luck with their handling of new and existing clientele, though their current approach raises concerns about their professionalism and client care.

My review, meticulously revised for accuracy, serves as a testament to the unprofessional and injurious conduct I experienced at the Aloft Hotel, a Marriott International-licensed property in Lubbock, Texas, on the night of June 29, 2025. The staff, including managers Jack William LeBleu Frantzen, Tracy Joiner, and Trudy Rice, consistently exhibits flawed training. Miraj Patel, the Regional Manager, and Zachory "Zach" Taylor, the District Manager, are responsible for hiring and overseeing new employees. All of whom are employed by Henry Patel, the President and CEO of TAJ Hospitality Management. My review will accurately depict the lack of professionalism in customer service and substandard maintenance at the Aloft Hotel, located at 2909 Iola Avenue, Lubbock, Texas.

My attempts to understand the deplorable operating principles of this hotel, managed by the Patel family, have only deepened my sense of distrust. The lack of honesty and transparency is not just a problem with the Patel family but a pervasive issue within the company's culture—a culture that doesn't hesitate to cover up and lie about customer issues and complaints.

From the moment we arrived on June 29 until we checked out early the next morning, everything about this "hotel-in-a-box" was substandard. The issues at the Aloft were: a rude receptionist, who became annoyed when my wife asked for our room number and an upgraded room (instructed by Marriott to request upon arrival), given the hotel's less than 50% occupancy. Jackie, claiming to be an assistant manager, stated that HIPAA regulations prohibited hotel employees from disclosing room numbers. We didn't receive an upgrade after being told we did by Avery. What kind of uneducated person quotes HIPAA regulations as a hotel regulation? One response was a lie, and the other was ridiculous. Upon arriving at our room, we discovered that the deadbolt was malfunctioning and tried to call downstairs, but no one answered. Jackie's explanation for the deadbolt was absolute nonsense.

Then there was the blackout. Yes, there was a power outage in the area. Although the power outage wasn't Aloft's fault, the hotel's unpreparedness caused issues. At approximately 0230 hours, I got up to use the bathroom and stumbled, bumping and banging into walls, door knobs, bed corners, and cabinets as I tried to find the facilities in 100% darkness. I take warfarin, which is a blood thinner that causes instant and severe bruising. By morning, after stumbling around a pitch black room without a single battery-powered or auxiliary light, you can imagine what my legs and arms looked like. I still bear the bruises that occurred that night.

Additionally, there was a lack of ice (or signage) on the floor, as well as the absence of an ice bucket in the room. I need to refrigerate medication, so ice and buckets are necessary if there is no refrigerator. That night, the minifridge stopped working, and my medication was warm to the touch in the morning. I had to discard it. As a result, I had to reorder and ship it via FedEx that same day to Austin, Texas. I informed Haley in the morning of this and all the other issues (too numerous to list), and she said that the manager had worked over the weekend and was off that day, which was another lie. And I should expect a call the next day. Three weeks later, there was no call from Jack Frantzen.

Jack William LeBleu Frantzen, the assistant manager, is a perfect example of the Peter Principle. His disregard for customer service is not only disturbing but also dangerous. Despite his promises, he failed to respond to my complaints, which included not receiving an upgraded room, physical harm, the inoperable dead bolt, the lack of anyone to answer the phone, the lack of accessible parking spaces and luggage carts upon arrival, poor water pressure in the sink and shower, and his non-response to me. This lack of response from the management further underscores their disregard for customer complaints, leaving me and potentially other guests feeling disappointed and let down.

My review, while comprehensive, only scratches the surface of the poor service provided by Frantzen, the Patel family, and TAJ Hospitality. A recent telephone message, purportedly from Naraj Patel but masquerading as Jack Frantzen, hinted at a potential threat involving hotel camera footage. This insinuation, if true, raises serious concerns about privacy and security, particularly if there are cameras in the guest rooms where the more compelling issues occurred. This revelation is likely to make potential guests feel concerned and cautious about their privacy and security at the Aloft Hotel.

I'll keep this review brief by focusing on my recent unpleasant experience with UPS, which involved poorly trained, undisciplined, ill-mannered, and rude contracted offshore employees from India. That is at the crux of the UPS financial crisis, not the loss of Amazon, as management would have you believe.

Last week, UPS announced it would lay off 48,000 workers. That follows more than 20,000 layoffs the year before. Losing 68,000 workers in two years is nothing short of disastrous for any company, indicating serious mismanagement and poor decision-making. Aside from the self-inflicted and myopic decisions made by UPS, which led to an overreliance on a single customer, Amazon, as a primary source of revenue, I will not delve into that aspect in this review. However, what always seems to get lost in the layoff shuffle is the lack of customer service and the inability of its customers to speak with and interact with service staff who don't speak or understand English. These are substantial reasons for the decline of UPS and other multi-billion-dollar companies in the United States.

I, for one, hate wasting my time with rude, obnoxious, poorly trained, and incompetent offshore workers who don't understand, don't care, and have no stake in on-the-spot decision-making because they're contracted and don't personally deal with American consumer issues. If companies like UPS can't or won't understand this, then let them end up in the same way as other companies that have lost their way, out of business. American consumers will be better off with UPS competitors that understand and cater to their needs, even if it means paying a few dollars more, rather than focusing solely on the bottom line as UPS has done.

I have been an [on-and-off] member of Planet Fitness for upwards of 12 years. Back then, the entire chain was mismanaged, poorly maintained, and staffed by people who obviously did not want to be there. You never saw anyone cleaning the facilities, and you were never greeted with a friendly smile, or waved goodbye and told to have a nice day when you left.

I rejoined Mountain Edge Planet Fitness at 7895 Blue Diamond Rd., Las Vegas, when they opened in 2020. I expected a clean, well-maintained, friendly atmosphere, given their brand-new status. I also expected it to quickly become like most other Planet Fitness locations — not only in the Las Vegas area, but also the ones I have visited throughout the country during my travels — dirty, dingy, and poorly maintained, as most are.

Fast forward five years, and this gym looks [almost] as good as it did the first day I rejoined. In fact, because of the change in management at the gym level, it's even better than it was when I first joined 5 years ago. The new staff are more friendly and welcoming than at any other facility I've been a member of. That includes places like LifeTime Fitness Summerlin, L.A. Fitness, and Equinox, both located in Los Angeles, which are literally 6 to 10 times the monthly cost of Planet Fitness. Now, please don't get me wrong — I'm not comparing the LifeTime or other physical facilities to Planet Fitness. I am comparing their cleanliness and staff, which are better at the Blue Diamond gym than at any other Planet Fitness in the entire chain.

The Mountain Edge facility is cleaned regularly by all personnel, including the store managers. The equipment is kept up at least as well as the more expensive health clubs, and the bathrooms are sanitized, but the key here is the friendliness of the staff, which starts at the top. A few people deserve much of the credit. First is the manager, Nivek, who could not be any more friendly or pleasant. Second is Brandon, the assistant manager, who is as friendly and accommodating as anyone I've ever met at a health club. Then there are Kaitlyn and Mikaela, whom I no longer see much because my workout schedule doesn't align with theirs. I'm also not great with names, but virtually all the front desk staff at this facility are noteworthy, even if I don't recall their names.

This review is long overdue since I rejoined in 2020. If I could offer a higher score of 5 stars, I most certainly would.

I'll bet Verizon's million-dollar executives are scratching their heads over their Champagne-and-caviar lunches, wondering why T-Mobile is eating their lunch and stealing their customers. I'll also bet that is why they have had to lease data space to Cox Communications for their new Cox Mobile service at significant savings over their own pricing. This kind of business strategy is thoughtless at best, and suicidal at worst. Cox's entry and use of Verizon's towers will only hasten Verizon's demise as the premier carrier in the United States. In fact, Cox goes so far as to stop "just short" of advertising that it uses Verizon towers. And when you talk with Cox Mobile salespeople, all they speak about is that they're running on Verizon's network. I wonder, and scratch my head, walking into the local corporate Verizon store and see two, maybe three customers milling about, waiting for four, yes, four, Verizon salespeople who are laughing and talking amongst themselves, why Verizon now finds itself in the position it is in.

I waited over ten minutes last night at the Verizon store after leaving the T-Mobile store across the street. T-Mobile had five or six working staffers trying to keep up with twice as many customers. And Verizon continues to wonder — and is only now trying to catch up — with all sorts of incentives for new and existing customers. And by the way, those "incentives" come with all kinds of contractual agreements, including three years of indentured servitude to Verizon.

While T-Mobile has its share of problems — it has oversold its services, has inadequately trained Filipino agents, and hour-plus-long phone and in-store wait times — Cox Mobile also has significant issues, having tried to enter the realm of Verizon, T-Mobile, and AT&T on two prior occasions and failed abysmally each time. And Cox also has incompetent offshore contracted agents, just as T-Mobile, Verizon, and AT&T do. And let's not forget AT&T, with ridiculously high prices, poor offshore customer service, and faltering service. Does anyone wonder whether Verizon will be the ultimate loser in this scenario, just as Sears, Pan Am, Kmart, and TWA, and a host of others, who thought they were too large and important to fail?

If I were Verizon, I'd start brown-bagging it instead of caviar and Champagne, and look within, instead of what they've been doing for years. The market is changing, and Verizon needs to adapt. It's time to compete with intelligence, not just size and reputation.

I'll bet Verizon's million-dollar executives are scratching their heads over their Champagne-and-caviar lunches, wondering why T-Mobile is eating their lunch and stealing their customers. I'll also bet that is why they have had to lease data space to Cox Communications for their new Cox Mobile service at significant savings over their own pricing. This kind of business strategy is thoughtless at best, and suicidal at worst. Cox's entry and use of Verizon's towers will only hasten Verizon's demise as the premier carrier in the United States. In fact, Cox goes so far as to stop "just short" of advertising that it uses Verizon towers. And when you talk with Cox Mobile salespeople, all they speak about is that they're running on Verizon's network. I wonder, and scratch my head, walking into the local corporate Verizon store and see two, maybe three customers milling about, waiting for four, yes, four, Verizon salespeople who are laughing and talking amongst themselves, why Verizon now finds itself in the position it is in.

I waited over ten minutes last night at the Verizon store after leaving the T-Mobile store across the street. T-Mobile had five or six working staffers trying to keep up with twice as many customers. And Verizon continues to wonder — and is only now trying to catch up — with all sorts of incentives for new and existing customers. And by the way, those "incentives" come with all kinds of contractual agreements, including three years of indentured servitude to Verizon.

While T-Mobile has its share of problems — it has oversold its services, has inadequately trained Filipino agents, and hour-plus-long phone and in-store wait times — Cox Mobile also has significant issues, having tried to enter the realm of Verizon, T-Mobile, and AT&T on two prior occasions and failed abysmally each time. And Cox also has incompetent offshore contracted agents, just as T-Mobile, Verizon, and AT&T do. And let's not forget AT&T, with ridiculously high prices, poor offshore customer service, and faltering service. Does anyone wonder whether Verizon will be the ultimate loser in this scenario, just as Sears, Pan Am, Kmart, and TWA, and a host of others, who thought they were too large and important to fail?

If I were Verizon, I'd start brown-bagging it instead of caviar and Champagne, and look within, instead of what they've been doing for years. The market is changing, and Verizon needs to adapt. It's time to compete with intelligence, not just size and reputation.

While Cox Communications' tagline, 'Cox, always a step ahead,' sets high expectations, the reality of their recent mobile venture is a stark contrast. After three years, they're a step behind, a fact that can be frustrating and costly for both existing and potential customers. This stark reality should serve as a warning to potential and new customers considering a move to Cox Mobile.

The truth is that Cox is not ahead with its new mobile service; it is, in fact, miles behind in both customer service and support. From the moment you pick up the phone or walk into one of their mismanaged and poorly rated Cox Solutions Stores, you'll realize just how far behind Cox actually is. If I were to bet on Cox's chance for success, I'd first examine their two prior failures in the late 1990s and again in 2011, when they suddenly withdrew from the cellular market. In both cases, Cox left their beleaguered mobile customers to deal with the costly fallout from their failed attempts, which should make anyone wary of switching to Cox Mobile. And here's why.

The agents selling Cox Mobile Services are seriously undertrained. These [mainly] offshore, barely English-speaking, contracted workers will make promises and statements they cannot maintain or keep. They won't follow through or return calls, leaving you with costly contract(s) that made no sense when they groped to answer your simple questions. Then, they will vanish, never to be heard from again. Do not try calling the Cox lines you used when you started or attempted to start your service, because all you will get is Filipino, Salvadoran, Panamanian, and Mexican mumbo-jumbo from people who are more likely to hang up on you than to answer your questions. And United States-based Cox employees will [purposely] never be able to track down Tom, Denise, and Hillary, based in Panama, El Salvador, Mexico, or the Philippines. So the promises made can not be proven or verified unless you record your conversations, as I do.

Unfortunately, Cox management is also flawed in its training and unable to address your issues, just as the offshore team that sold you in the first place. The Loyalty, aka Retention Department, will also be unable to help you, primarily because they're located offshore and have little or no authority. Should you be as tenacious as I am? In which case, you will end up with Cox Escalation, located throughout the U.S. Unfortunately, these people, who have been tasked with [limited] power to resolve your problem, are either inadequately trained or don't have the brain power to comprehend the impact of a single disgruntled customer. As I learned in business early on, one unhappy customer will tell as many as 10 potential customers (and so on) not to use a particular company or service. In contrast, a satisfied customer will refer only three new customers. Cox's lack of understanding should leave potential customers unsure about its ability to address concerns, further increasing their uncertainty.

From the misinformation and lack of follow-up to the unfulfilled promises, the "go elsewhere" attitude of Cox's Escalation Department, and finally the insults you will receive from people tasked to correct it all, what was once a well-run, consumer-friendly company has now developed a 'take-it-or-leave-it' attitude. The shift in Cox's attitude is a warning to new and potential customers who feel disregarded and unimportant in Cox's third attempt at the mobile market.

My recommendation: Stay away from Cox Mobile Services, or face the same issues that have wasted over two weeks of my time and hundreds of my dollars. These issues included lies by offshore sales agents, a lack of promised follow-up by those who made the promises and their seniors, and a shift in management's take-it-or-leave-it attitude.

Cox is always two steps behind.

While Cox Communications' tagline, 'Cox, always a step ahead,' sets high expectations, the reality of their recent mobile venture is a stark contrast. After three years, they're a step behind, a fact that can be frustrating and costly for both existing and potential customers. This stark reality should serve as a warning to potential and new customers considering a move to Cox Mobile.

The truth is that Cox is not ahead with its new mobile service; it is, in fact, miles behind in both customer service and support. From the moment you pick up the phone or walk into one of their mismanaged and poorly rated Cox Solutions Stores, you'll realize just how far behind Cox actually is. If I were to bet on Cox's chance for success, I'd first examine their two prior failures in the late 1990s and again in 2011, when they suddenly withdrew from the cellular market. In both cases, Cox left their beleaguered mobile customers to deal with the costly fallout from their failed attempts, which should make anyone wary of switching to Cox Mobile. And here's why.

The agents selling Cox Mobile Services are seriously undertrained. These [mainly] offshore, barely English-speaking, contracted workers will make promises and statements they cannot maintain or keep. They won't follow through or return calls, leaving you with costly contract(s) that made no sense when they groped to answer your simple questions. Then, they will vanish, never to be heard from again. Do not try calling the Cox lines you used when you started or attempted to start your service, because all you will get is Filipino, Salvadoran, Panamanian, and Mexican mumbo-jumbo from people who are more likely to hang up on you than to answer your questions. And United States-based Cox employees will [purposely] never be able to track down Tom, Denise, and Hillary, based in Panama, El Salvador, Mexico, or the Philippines. So the promises made can not be proven or verified unless you record your conversations, as I do.

Unfortunately, Cox management is also flawed in its training and unable to address your issues, just as the offshore team that sold you in the first place. The Loyalty, aka Retention Department, will also be unable to help you, primarily because they're located offshore and have little or no authority. Should you be as tenacious as I am? In which case, you will end up with Cox Escalation, located throughout the U.S. Unfortunately, these people, who have been tasked with [limited] power to resolve your problem, are either inadequately trained or don't have the brain power to comprehend the impact of a single disgruntled customer. As I learned in business early on, one unhappy customer will tell as many as 10 potential customers (and so on) not to use a particular company or service. In contrast, a satisfied customer will refer only three new customers. Cox's lack of understanding should leave potential customers unsure about its ability to address concerns, further increasing their uncertainty.

From the misinformation and lack of follow-up to the unfulfilled promises, the "go elsewhere" attitude of Cox's Escalation Department, and finally the insults you will receive from people tasked to correct it all, what was once a well-run, consumer-friendly company has now developed a 'take-it-or-leave-it' attitude. The shift in Cox's attitude is a warning to new and potential customers who feel disregarded and unimportant in Cox's third attempt at the mobile market.

My recommendation: Stay away from Cox Mobile Services, or face the same issues that have wasted over two weeks of my time and hundreds of my dollars. These issues included lies by offshore sales agents, a lack of promised follow-up by those who made the promises and their seniors, and a shift in management's take-it-or-leave-it attitude.

Cox is always two steps behind.

Our experience with RC Willey has been marred by a series of unfortunate incidents that have spanned over a year. Delivery personnel have failed to follow placement directions, resulting in damage to our home and the furniture. We have had instances where the delivery people left sweat on the furniture delivered, without bothering to clean it. RC Willey furniture has also been a concern, with pieces not functioning as they should and pieces of a sectional having different colors and heights.

Customer service has been anything but helpful and cooperative; they have been antagonistic and rude with their responses. With all this, one would wonder why we continue to patronize RC Willey. Simply put, we have spent many thousands of dollars on furniture and continue to deal with damage to our home and furniture, as well as dreadful customer service, and personal expenditures made in an effort to cover RC Willey's mistakes. It even reached the point where RC Willey was going to allow us to return their select furniture, which we considered until we found that the RC Willey credits, house damage, and the inconvenience of it all put us in a position of significant losses.

So here we are, after a confrontational telephone call with ill-mannered and unyielding customer service staff, where I ended up hanging up on them due to their offensive and arbitrary position, leaving us to "hold the bag."

RC Willey Director of Customer Relations called me back after the call, and cooler heads prevailed, along with each of us listening to the other. For the first time, I see light at the end of the tunnel because Chad Jacobsen heard my legitimate and verifiable complaints and decided to take action on our house and furniture. That is the mark of a rational and reasonable professional who identifies a problem and seeks to resolve it without confrontation.

Despite all the challenges, I am hopeful Mr. Jacobsen's intervention will lead to a mutually satisfactory resolution. I look forward to the day when I can not only retract this review but also replace it with a complimentary one, reflecting the positive outcome of our experience with RC Willey.

***AMENDMENT** (9/30/25)
I am concerned and highly disappointed with the written response I received from RC Willey today, as I interpret it. I hope I'm wrong in my assumption that I "have to continue working with" discourteous and unpleasant people who led us into this debacle in the first place. Hopefully, I'm wrong here, but it sounds too "anonymous" to be anything but the same people.

Your site is slow and doesn't track what is in a customer's cart. Numerous follow-up emails contain contradictory offers for the same items, leading a customer to wonder if they're receiving the best price. It is confusing and, subsequently, annoying to see offers for the same items at three different prices within a single day. To make matters worse, when trying to implement your multiple eCosmetic offers, they are declined without explanation.

Your offshore staff lacks a solid understanding of how the ecosmetic site operates, which adds to the frustration. Additionally, I have encountered untrue and discourteous remarks from your offshore team. As a result of these poor customer service interactions, many potential new customers, including myself, may choose not to return.

I returned for a specific reason, but now, with my first order, I will determine whether I remain a customer. It's not looking good, as there have been no notifications or updates since my initial order five days ago, when you instantly debited my credit card without follow-through.

***AMENDMENT (10/1/25)***
I received another emailed response to this review today, and it was discourteous at best and unresponsive at worst. This lack of professionalism is particularly evident with non-English-speaking offshore customer service personnel, who often struggle to respond effectively to customer inquiries, which is another aggravating factor due to their limited grasp of the English language. The offshore staff also says untrue and discourteous things due to poor English comprehension. Most potential [new] customers will walk away from your site and never return as a result of poor offshore customer service interaction. I came back for a very particular reason, but now, with my first order, we shall see if I remain a customer.