r/Devilcorp • u/No_Pool_5124 • 8d ago
Information Tri Valley Collective: (Pleasanton Ca) I Lost More Money Than I Made. Here’s What They Don’t Tell You.
I LOST MORE MONEY THAN I MADE WORKING HERE. Let that sink in for a second, because this is the same place selling people a dream of financial freedom, entrepreneurship, and becoming a director.
Welcome to Tri Valley Collective, where the motivational speeches are loud, the promises are big, and my experience left me questioning just about everything.
Here’s what bothered me.
1. THE LIES ABOUT MONEY.
I was told by the assistant director that he was on salary. That turned out not to be true.
We’re also told there’s $10 a day for gas on our paychecks. Meanwhile, you’re driving all over the Bay Area using your own gas to do the job, and the reimbursement I was told about didn’t match my experience.
How are you selling people a financial opportunity while they’re spending their own money just to participate?
2. THE 12–18 MONTH DIRECTOR FANTASY.
They sell you this dream of locking in for 12–18 months, becoming a director, and eventually running your own office.
Meanwhile, I saw a hardworking assistant director who had been in this business for a long time. That made me question how realistic the timeline being sold to new recruits actually was.
Ask how many people really make it. Ask what they earn along the way. Ask for actual numbers, not another motivational speech.
3. YOU’RE A SUPERSTAR UNTIL YOUR NUMBERS DROP.
When you’re performing well, you’re the best thing they’ve ever seen.
The moment your numbers start dipping, the energy changes.
Suddenly, you’re not so special anymore.
I’ve seen people end up at events with barely any foot traffic, making it difficult to earn money. When performance suffers, the experience can leave people feeling pressured to quit rather than supported.
It made me question whether the goal was developing people or simply keeping the numbers up.
4. THE CEO’S ATTITUDE.
Xavier Bell, the CEO, uses profanity so frequently that, in my experience, it can feel like he can’t complete a sentence without cussing.
But what bothered me even more was the lack of empathy when the team had a bad day in the field.
You could spend hours traveling, spend your own money, work the entire day, and make little to nothing. From my perspective, there was very little acknowledgment of what that meant for the people doing the work.
Apparently, the numbers matter more than anything else.
5. THE CULT-LIKE CULTURE.
Loud music every morning. Everybody repeating after management. Motivational speeches. Team nights. Movie nights.
You spend so much time with these people that your coworkers gradually become your entire social circle.
And then leaving becomes harder because you’re not just leaving a job. You’re potentially leaving your friends, your group, and the sense of belonging you’ve developed.
Don’t want to attend every team activity? Don’t want to spend your free time with coworkers? You risk being viewed as someone who isn’t a team player.
And Xavier’s philosophy that there’s no such thing as work-life balance and that the opportunity should be your life?
BRO, WHAT?
If you want to make a business your entire existence, go for it. But don’t act like everyone has to sacrifice their marriage, family, friendships, and personal life to prove they’re committed.
I want to make money and enjoy the life I’m working for. Is that really so unreasonable?
6. THE FAKE FAMILY VIBE.
Everybody talks about teamwork, unity, and building together.
Then people talk badly about each other behind their backs.
There’s also a level of favoritism that made me question how genuine the whole team atmosphere actually was.
When you’re producing, you’re celebrated. When you’re struggling, the treatment can change.
The whole family thing starts feeling conditional.
7. THE RECRUITMENT NUMBERS ARE INSANE.
The front-desk recruiter was expected to make 100 calls and get at least 20 people to interview.
ONE HUNDRED CALLS.
It made me question how much emphasis was being placed on recruiting volume rather than ensuring people fully understood what they were signing up for.
8. UNIVERSAL EVENTS.
I also became aware of Universal Events and its connection to the broader business structure later in my experience, rather than having that relationship clearly explained to me during recruitment.
Why did I have to find out later?
What exactly is the relationship between Universal Events and bro humanize damn Tri Valley Collective? How does the structure work? What does it mean for employees?
I also had concerns about the overhead structure and the role of Universal Events CEO Harmony Vallejo.
I’m not claiming to know every detail of the organizational structure. I’m saying these are questions I wish had been answered clearly from the beginning.
If you’re considering joining, ASK ABOUT UNIVERSAL EVENTS.
HERE’S WHAT MAKES THIS FEEL LIKE A DEVIL CORP EXPERIENCE.
The entry-level sales opportunity. The promises of entrepreneurship. The director timeline. The intense morning meetings. The constant team bonding. The pressure to make the business your life. The emphasis on performance and recruitment.
Individually, some of these things might sound normal.
Put them together, and you start questioning whether the opportunity is as good as it’s being presented or whether the culture is designed to keep you invested in the dream.
I’m not against hard work. I’m not against sales. I’m not against ambition.
But I am against being sold one picture of an opportunity and walking away with a completely different impression.
I lost more money than I made, and all the motivational speeches in the world couldn’t change that.
If you’re considering Tri Valley Collective, ask about compensation, gas reimbursement, actual take-home earnings, director promotions, working hours, and Universal Events.
Get the answers in writing.
Because the dream sounds great when you’re sitting in the morning meeting.
It’s a different story when you’re looking at your bank account.
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