#compliance

Next is Oracle

Wells under investigation for potentially violating fair lending laws

UKG is handling really sensitive stuff like W2s, payroll info, and more for different countries, including the US. Fingers crossed that the White House puts rules in place so only people authorized by the US can actually access information belonging to US citizens.

That approach would put UKG in the crosshairs of some serious pushback.

Nothing new came out of the town hall today. We continue to hear claims about how well the company is doing, while many of us see significant problems that suggest otherwise.

I believe there are serious questions that need to be addressed regarding potential financial and compliance issues, particularly around Gainwell shifting development work offshore for states where we may not have authorization or contractual provisions allowing that work to be performed offshore, including Missouri, Texas, and Ohio.

There are also concerns that POs are being instructed not to include state names on state-specific work. If this is occurring, it raises serious questions about transparency, compliance, and whether the company is intentionally obscuring the nature or destination of the work.

These issues deserve a clear and transparent explanation, including where the work is being performed, what the contracts allow, and why state-specific work would be documented in a way that does not identify the state.

Does anyone know of upcoming cuts to the legal/compliance department?

I’m new to thia bank and trying to understand how the risk organization is structured here.

On my current project, I’m the only Product person, but I have six different risk people reaching out to me—often asking very similar questions with what seem to be overlapping responsibilities.

I’m genuinely trying to understand the rationale. If I’m the sole Product person supporting the program, why isn’t there one primary Risk lead who owns the overall program and coordinates the different risk functions?

Coming from other banking organizations, this setup feels very different. I’m curious if anyone else has experienced this or can explain why banks structure Risk this way. Is there a specific regulatory or organizational reason for having so many separate Risk contacts?

And honestly, from the outside, it can feel like a pretty cushy setup when one Product person is coordinating with six different Risk people.

By now, the Centene/Hope Florida story is pretty well known. Centene agreed to pay Florida $67 million to settle allegations involving Medicaid pharmacy benefit overbilling.

But the state didn't get all of it. Florida directed Centene to send $10 million to the Hope Florida Foundation. Centene had seven days to make that payment.

Within 18 days, Hope Florida had sent the entire $10 million to two nonprofits. Those groups subsequently sent $8.5 million to a political committee fighting Florida's mari--ana amendment.

A grand jury later described the money as “misappropriated as part of a sophisticated scheme to fund political activities,” although it found insufficient evidence to bring criminal charges.

Centene says it was directed by the state to make the donation and “had no part in or knowledge of” what Hope Florida subsequently did with the money. That's important.

There is no evidence I've seen that Centene knew where the money would eventually go.

This is where the irony gets pretty hard to ignore. This is a company that requires employees to complete annual Fraud, Waste and Abuse training.

Remember: Centene has a Special Investigations Unit.

It tells employees to be vigilant in detecting, preventing, and correcting fraud, waste, abuse, and non-compliance. Centene says its FWA work is about “accountability, transparency, and efficiency.”

And its own values include: “We do what is right, not what is easy.”

Meanwhile, Centene remains deeply embedded in Florida's Medicaid system. So forget what happened after Hope Florida received the money for a minute.

Here's the question I'd like somebody (maybe a reporter who’s not afraid to write about something real, not margins or stock price-related) to ask Centene: When $10 million from a Medicaid settlement was redirected to a foundation instead of the state, what questions did Centene's compliance, legal, or executive teams ask before sending it?

Maybe there are perfectly good answers. Let's hear them. Because now there's another development. The money trail has reached the IRS. 😳

The IRS Whistleblower Office has acknowledged receiving a claim involving the Hope Florida money and assigned it a claim number. That does prove wrongdoing not prove wrongdoing. It doesn't mean the IRS has opened an examination.

And it certainly doesn't prove Centene did anything illegal. (very important!)

But this story has moved a long way from a weird $10 million line item in a Florida Medicaid settlement. For a company that spends a lot of time teaching everyone else about fraud, waste, abuse, transparency, and accountability, asking what its own people knew, what they asked, and what controls were applied seems pretty reasonable.

“We do what is right, not what is easy.”

Centene requires annual Fraud, Waste and Abuse training. Maybe the next one should include a case study. Start with the $10 million.

Generally speaking, deploying AI productivity tools enterprise-wide while simultaneously (according to forum evidence) manufacturing false performance records, there is now a situation where:
• Employee-created AI records are discoverable and preserve their own narrative
• Restricting AI use to suppress that evidence creates its own legal exposure
• The AI infrastructure itself is a witness to the contradiction between actual
performance and fabricated ratings
• Any attempt to destroy or suppress AI-generated records after litigation is
anticipated is a federal evidence preservation violation

FIS security policies have been tightened to the point that it is almost impossible to comply, and product teams across the are unable to release software patches. Clients are up in arms, and will only become more enraged when they realise why they can’t get their patches. Every so often a case gets escalated to KB who then shouts at DD who will grant an exception. Otherwise the FIS security team is digging its heels in, regardless of the cost to the business.

Well, it’s been quite the week, hasn’t it? The company’s managed to lose both its Chief Administrative/Legal Officer and its Head of Compliance in one go — two senior leaders legging it for the hills before Takis’ flying monkeys can do any further damage to their reputations. Can’t say I blame them; self‑preservation is a noble art.

And now we’re meant to believe that the risk organisation — yes, that merry band — is responsible for keeping us in good standing with regulators. Brilliant idea, that. Truly inspired. This is the same group that’s turned “whistling past the graveyard” into a full‑time profession, best known for shuffling people about like mismatched furniture and delaying outcomes while pointing fingers at everyone else.

To add to the farce, they’re apparently convening in Frank’s back garden this week — presumably to strategise how best to further obliterate morale and torch whatever goodwill remains with regulators. Their master plan? Elevate some of the most spectacularly ill‑equipped individuals you’ll ever meet into positions of authority, while doubling the workload on teams already stretched thinner than a budget airline seat. Keep those CVs polished.

Fun times all around. Cheers.

As always, I’m here to point out hypocrisy as it relates to Centene and give other POVs than praising the stock price. Here’s another one to chew on, Centene is VERY concerned about fraud, waste, and abuse, which is rich.

Texas: $165.6 million settlement
CMS: $2 million penalty
CMS again: $380,785 penalty

And now Centene wants to lecture the industry about protecting taxpayer dollars. Accountability. Audacity with a compliance department.

Pretty ballsy to call yourself the watchdog when your own name keeps showing up in the enforcement paperwork.

Code42 installed the following: Your organisation added
"com.code42.agent.extension", which can access your data, monitor your keyboard and websites, record your screen, and more.

I know this shthle of a company can monitor stuff but what the actual f?

Government has clearly mandated with a rule that if they layoff an American protected worker (Citizen, Permanent Resident) and they keep on hiring and promoting H1Bs fines in millions are incoming. If actions are believed to deviate from the interests of the people of this country there is some one paying the penalty.

It looks like credentialing is also getting outsourced to India, can't wait to see how many regulatory and compliance issues this could create.

https://www.fiercehealthcare.com/payers/unitedhealthcare-cigna-centene-sign-certifyos-new-provider-credentialing-model

The current response quality coming from TPO is deeply concerning. The level of inaccuracies and inadequate handling of queries by Pune from global regions is not acceptable for an organization operating at our scale.This is not just a matter of operational inefficiency. it exposes the company to real legal and financial risks, especially in Europe, where labor law is strict, employee rights are strongly protected and violations can lead to significant penalties.Is the company fully aware of the potential consequences of maintaining such low-quality support in areas directly connected to compliance, employee rights? Why regional TPOs are not responding properly!

How's everyone complying with the new 8 hours/no consecutive remote day rules? How long are you staying in office? Any coffee badgers still? Lol

I missed last month's required in office days by one. I can still go in and book a day off if I need to make myself compliant. Do I need to do that though or will I get a free warning/one free strike? Or is it too risky? I was only off by a day and Ive met or exceeded the days for the last few years.

The company is currently liquidating legacy assets, rewriting its core operational script, or letting go of divisions that no longer serve it. It is a period of internal "rewiring" that paves the way for massive efficiency. Expect a major battle with corporate compliance, tax authorities, or intense competitive pressure in early 2027. However, this trial-by-fire will actually result in the company restructuring into a dominant market leader. Massive cash flow or funding injections are highly likely by mid-2027. Will win many govt contracts, and pivot well. Do not dilute the brand, there will be a strong temptation in 2027 to jump into completely unrelated Canadian market niches. Resist this. Double down on the core product or service that made the company resilient in the first place.

I understand there have already been many posts about the VSP and involuntary separations (layoffs). Some posts provide information people need at the moment, while others are more focused on sharing opinions or experiences. Either way, there was a post some time ago about SIU suggesting that the changes there might only be the beginning, and that the broader Compliance & Ethics organization may need to be reevaluated, reorganized, and reassessed to ensure its policies, procedures, and processes are current and effective.

I don't want to beat a dead horse, but recent departures within Compliance & Ethics caught my attention.

I understand that the Vice President overseeing the Conflict of Interest (COI) team and Compliance Investigations Unit (CIU) is no longer with the company. I also understand that certain management personnel within Special Investigations Unit (SIU) are no longer there, and that the former Chief Risk & Compliance Officer, is no longer with Centene.

Any one departure can happen for many different reasons, and I don't think it would be appropriate to speculate about why individuals have left. However, when there are multiple departures across different levels of a Compliance organization, I think it is reasonable to ask whether the organization itself should be taking a closer look at its structure, processes, and leadership.

Perhaps this is an opportunity for Centene to take a step back and conduct a comprehensive review of Compliance & Ethics before simply continuing with business as usual.

Some questions worth asking:
• Are the policies and procedures current, comprehensive, and consistently applied?
• Are there clear guidelines and quick-reference resources for investigators and management?
• Are investigations being conducted and closed using consistent and documented standards?
• Are employees given clear and consistent expectations for handling cases?
• Are investigators receiving the appropriate training and qualifications for the responsibilities they are performing?
• Are compliance standards being applied consistently within Compliance & Ethics itself?
• Are management decisions consistently supported by established policies and procedures?

If Compliance & Ethics is responsible for ensuring that other departments follow policies, regulations, and established standards, shouldn't the same level of scrutiny be applied internally?

This isn't about pointing fingers at individual employees. It's about asking whether the organization has the right structure, leadership, policies, procedures, training, and oversight in place to effectively perform one of the most important functions within the company.

When there are departures at different levels of Compliance & Ethics, perhaps the appropriate response isn't simply to fill the vacancies and move forward. Perhaps it's time to stop, look at the bigger picture, and ask whether there is something within the organization that needs to be addressed.

Before Compliance can effectively hold the rest of the organization accountable, Compliance should be willing to hold itself accountable as well.

Thoughts?? SUMO at it again

If you were laid off and are a private side employee, how can you submit pre clearance requests for selling stocks? My access will be shutdown after Friday. I know others have brought this up before on here so don’t need to hear cr-p about posting a topic again. There are too many posts and didnt see any when I scrolled.

I don’t want to lose my severance because I didn’t follow protocol. Not sure if that they would hold it back but I can’t afford to give up that money.

Anyone knows what the impact is?

Oracle’s Licensing Terms Draw the Same EU Scrutiny that Just Cost SAP Concessions
https://www.insidermonkey.com/blog/oracle-orcls-licensing-terms-draw-the-same-eu-scrutiny-that-just-cost-sap-concessions-1834238/

"Business as usual" is going to cost them! EU customers will get some relief.

Look at yourselves in the mirror. If you are actually real human beings, how do you look at your family after a day of destroying people's lives?
You are paid to run fake interviews, lie to honest applicants, and play with people's futures just to check a compliance box. Where is your guilt?

Where is your basic human morale? If you have even a shred of decency left inside you, stop being a coward. Stand up, refuse to do this dirty work, and expose this fraud. Change before you completely lose your humanity

Recently re-orged to Security and GRC from Cerner. Should we expect layoffs? Last rounds security teams were hit but not as strong as other groups.

I can't be the only one.

After some of legal was forcibly merged with compliance, people originally from legal are jumping ship and it has been one of the most satisfying things to watch. Especially knowing the egotistical “head of the table” has to be scratching his head as to why everyone is running away with two middle fingers held high.

On September 8, 2026, DOL Inspector General Anthony D'Esposito announced the suspension of permanent labor certification (PERM) filings for IT services giant Cognizant, as well as software firm Cloudera. The enforcement action is part of an ongoing federal crackdown on alleged visa fraud, wage kickbacks, and worker exploitation involving H-1B and PERM employment-based immigration programs.

" The investigation is being conducted alongside the White House Fraud Task Force. While the restriction prevents new filings, the government is also reviewing previously approved PERMs across IT consulting, staffing, and third-party placement agencies. ""

This suspension program may extend to other big employers as well.

Like dr-g tests/criminal history check etc.. why aren't H1B/STEM visa holders' background is not being checked IF they had maintained the 'legal status' prior to being a Fiserv employee ??

1. Creating fake pay stubs while on H1B with an 'uncle's garage consulting' company is not Legal. Hiring them even through Infinite is not legally approved since they already violated the H1B visa requirement ( lied to USCIS to have a paid position ).

2. STEM visa has a time limit. Prior long breaks make it invalid for not meeting the requirements and the individual becomes out of legal status.

x.com/ChiefEngineerCE/status/2095181456184316130
People ask what actually happens if you report a visa coworker to USCIS anonymously. Here is the process. It is not a movie. It is paperwork that becomes the employer’s problem.
You find you or an American colleague is carrying the weight of a staff full of unqualified H1B while they are working their way through firing and hiring more and more...
So-
You file the tip at the USCIS form:
https://uscis.gov/report-fraud/uscis-tip-form
You can submit without your name. Give the worker’s name, employer, worksite, job title, and specific examples of missing skills, wrong duties, or a title that does not match the degree. Vague reports die. Specific reports can be checked against the petition the company already filed.
Honestly, multiple reports are better and if its a safety or fraud issue then it is going to carry more weight.
Understand-
You will not get a status update. No case number. No email that says the visa was pulled. That is by design.
USCIS screens the tip. If it looks like benefit fraud, it can go to Fraud Detection and National Security. They already have the LCA, the claimed degree, the wage, and the worksite. They compare your facts to the employer’s attestations. If it looks criminal or worksite-related, it can go to ICE. Wage and location issues can also go to the Department of Labor.
What the company sees is the headache. At first it's HR then its time gathering documents and scheduled meetings. Then it gets expensive as attorneys get involved and the longer it takes the more they make.
An unannounced site visit. Officers asking who works there, what they actually do, and whether it matches the petition. Interviews with managers and the visa worker. Document requests. A Request for Evidence. A Notice of Intent to Revoke. Immigration counsel on the clock. HR locked in a conference room explaining why the “engineer” does not have an engineering degree. If the company refuses to cooperate, USCIS can use that against petitions at that worksite.
The coworker usually does not hear “your colleague reported you.” Truth is they may not even know they were reported. HR might call and ask some questions but avoid tipping him off, because there is a risk as to what he might divulge. The last thing the employer needs is for it to get out and for others to follow suit.
Even if he is told the person impacted is not likely to tell anyone or may be compelled to cooperate and disclose information about his manager and colleagues.
They hear that renewal got harder, the border got colder, or FDNS showed up at reception. That process can drag. It is still expensive. Counsel, lost time, and a compliance file that now exists are costs the employer pays whether the petition ultimately survives or not.
That is the point. Employers treated these H1B filings as cheap and low-risk. A documented tip turns a quiet staffing choice into a federal review of the story they told the government.
Report wage and LCA problems to DOL at 1-866-487-9243. Worksite and identity issues to ICE at 1-866-347-2423 or https://ice.gov/webform/ice-tip-form.
Finally, do not invent facts. Crying wolf might get legitimate complaints ignored. A false federal report is its own problem. Real examples, dates, and duties are what make a tip land on someone who can act

Some teams may have already been subjective to for a few months this but official communications have surfaced the power apps In Office Insights portal.

Policy is 4 days in office.

Out of compliance may get disciplinary action, hit on performance rating, termination….

Anyone in GFCCP/GI/Compliance affected? It seems a few in Risk and that was all? Seems a little worrisome and hence supports the rumors that there are additional layoffs to waterfall this week. Anyone have news from these departments?

you guys hired one of the worst managers in your compliance teams to fill up the role in the compliance team . she was one of the worst managers I ever had plus zero understanding of the space. glad she was hired by frost. enjoy ruining your culture & program. soon it will be realized. I hope she hires the baby ducks left here.

Meanwhile in the Compliance department we are reviewing contracts under "mission simplify" to see what is needed at health plan level, corporate, or can be outsourced.

I don’t see anything listed. Do they skirt around this requirement? Of might this be an indication that tomorrow there will not be layoffs?

If Centene is serious about understanding what is happening within Corporate Ethics & Compliance, then stop looking at individual employees and start looking at the people making the decisions. The problem is much bigger than SIU. It extends across CIU, SIT, COI, InTP, Privacy, Corrections, and other areas that are supposed to protect the company and ensure compliance.

At some point, leadership needs to take a hard look in the mirror. There is a growing perception that advancement, opportunities, protection, and even how employees are treated can depend too heavily on who leadership likes, who they know, who agrees with them, and who does not challenge their decisions. That is not leadership. That is creating an environment where employees learn very quickly that speaking up can have consequences.

And perhaps the biggest problem is that employees are sometimes expected to follow processes that are not clearly documented, have changed repeatedly, are outdated, or in some cases do not exist at all.

Ask for the policy. Ask for the procedure. Ask for the written guideline. Ask for the reference material. The response is often some version of, “We’re working on it.” Well, if you are still working on the policy, then why are you enforcing it as though it already exists? Why are employees being held accountable for standards that have not been clearly communicated? Why are decisions being made based on “how we’ve always done it” when Compliance should be operating from documented, consistent, and defensible standards?
That is not compliance. That is inconsistency disguised as compliance.

Leadership cannot constantly change expectations and then blame employees for failing to meet them.

You cannot move the goalposts and then criticize people for not knowing where the goalposts are. You cannot demand documentation from everyone else while operating without clear documentation yourselves. And you cannot build an effective Compliance organization through fear, favoritism, secrecy, micromanagement, or a culture where challenging leadership is treated as being difficult or disloyal.

The uncomfortable question is this: Who is holding Compliance leadership accountable? If Compliance is supposed to identify risk, investigate misconduct, enforce standards, and protect the organization, then its own leadership should be subject to an equally rigorous level of scrutiny.

Maybe it is time for an independent, top-to-bottom assessment of Corporate Ethics & Compliance.
Not another internal review where the same leadership structure reviews itself. Look at the leadership. Look at hiring and promotion decisions. Look at turnover. Look at why experienced employees have left. Look at how investigations are handled. Look at whether expectations are consistently applied. Look at whether policies actually exist and are current. Look at how employees who raise concerns are treated. Look at whether qualifications, experience, credentials, training, and resources actually match the responsibilities employees are being asked to perform. And most importantly, look at the leadership culture.

Replacing a few employees while leaving the leadership structure, decision-making practices, and underlying culture untouched does not fix the problem. It simply moves the problem around.

Sometimes you don't need another reorganization. You need accountability. You need new leadership. You need policies and procedures that are actually written, current, accessible, and consistently applied. You need qualified people in the right positions with the right experience and tools. And you need leaders who are willing to hear “no,” accept criticism, answer difficult questions, and admit when something is wrong.

Compliance cannot demand from the rest of the company what Compliance leadership is unwilling or unable to demonstrate itself.

If Centene truly wants to rebuild trust, then it needs to start at the top.
Clean house where necessary. Rewrite what is broken. Create what is missing. Remove outdated practices. Establish clear standards. Put qualified people in the right positions. And hold leadership accountable to the same standards imposed on everyone else.
Anything less is just rearranging the furniture while the foundation continues to crack.

To report corporate collusion or anticompetitive market manipulation to the U.S. Securities and Exchange Commission (SEC), you must use Form TCR (Tip, Complaint, or Referral).

How to File Form TCR

• Online Portal: Submit your information directly through the digital SEC Tips, Complaints, and Referrals Portal

https://www.sec.gov/submit-tip-or-complaint/tcr-disclaimer

• By Mail or Fax: Complete the printable SEC Form TCR PDF

https://www.sec.gov/files/formtcr.pdf

• and send it to the SEC Office of the Whistleblower.

Important Details to Include

• Entity Information: Full names, addresses, and identifiers of both corporations involved in the collusion.
• Violation Description: A clear, detailed timeline of how, when, and why the collusion or market manipulation occurred.
• Supporting Evidence: Attach relevant documents (such as emails, internal memos, or financial records), but do not send physical originals.

To report corporate collusion or anticompetitive market manipulation to the U.S. Securities and Exchange Commission (SEC), you must use Form TCR (Tip, Complaint, or Referral).

How to File Form TCR

• Online Portal: Submit your information directly through the digital SEC Tips, Complaints, and Referrals Portal

https://www.sec.gov/submit-tip-or-complaint/tcr-disclaimer

• By Mail or Fax: Complete the printable SEC Form TCR PDF

https://www.sec.gov/files/formtcr.pdf

• and send it to the SEC Office of the Whistleblower.

Important Details to Include

• Entity Information: Full names, addresses, and identifiers of both corporations involved in the collusion.
• Violation Description: A clear, detailed timeline of how, when, and why the collusion or market manipulation occurred.
• Supporting Evidence: Attach relevant documents (such as emails, internal memos, or financial records), but do not send physical originals.

If you’ve been watching Centene’s Special Investigation Unit fall apart over the past few months, you already know we are staring at a textbook operational breakdown. What should be Centene’s strongest defense against Fraud, Waste, and Abuse has been systematically dismantled by executive mismanagement, nepotism, and a culture of fear.

It all started when Ashlee hired Christa Marshall Jewsbury and Sabrina Vera. Almost overnight, executive leadership shifted away from operational integrity to favoritism. Director positions were filled with personal friends and "minions" rather than qualified internal and external talent who actually understand the business.

Since then, middle management has been getting crushed under uncompensated scope creep. Managers are now forced to absorb duties traditionally handled by senior investigators and leads, including reviewing preliminary reports, drafting education letters, and handling complex case reviews, with zero adjustments to job descriptions, zero extra resources, and zero bump in pay.

Meanwhile, the environment under Christa and Sabrina has devolved into micromanagement and intimidation. Staff are dealing with:

--Arbitrary restrictions on earned PTO and medical leave

--Inconsistent, we-ponized performance ratings and bonus distributions

--Direct threats that anyone who questions decisions can leave or risk losing their job

Now, the situation is reaching a tipping point. Christa is actively preparing to pitch Chris on a total department restructuring. This proposed "reorg" isn't about efficiency, it is a calculated push to eliminate legacy positions, purge seasoned SIU veterans, wipe out institutional knowledge, and replace experienced staff with Humana hires who won't question executive overreach.

When you fire experienced investigators and systematically gut an oversight unit, the work fails. This isn't just an internal morale issue, it is a massive regulatory, contractual, and legal liability for Centene.

Sarah London and Chris, how can you sit back and watch this happen?

As CEO, Sarah London cannot ignore the toxic leadership destroying this unit. An immediate executive pause must be placed on any proposed SIU reorg. An independent, external third-party audit must be launched immediately to investigate Christa Marshall Jewsbury, Sabrina Vera, and review the hiring and management practices of the SIU before Centene’s regulatory compliance is completely compromised. DO THE RIGHT THING!!

If you’ve been watching Centene’s Special Investigation Unit fall apart over the past few months, you already know we are staring at a textbook operational breakdown. What should be Centene’s strongest defense against Fraud, Waste, and Abuse has been systematically dismantled by executive mismanagement, nepotism, and a culture of fear.

It all started when Ashlee hired Christa Marshall Jewsbury and Sabrina Vera. Almost overnight, executive leadership shifted away from operational integrity to favoritism. Director positions were filled with personal friends and "minions" rather than qualified internal and external talent who actually understand the business.

Since then, middle management has been getting crushed under uncompensated scope creep. Managers are now forced to absorb duties traditionally handled by senior investigators and leads, including reviewing preliminary reports, drafting education letters, and handling complex case reviews, with zero adjustments to job descriptions, zero extra resources, and zero bump in pay.

Meanwhile, the environment under Christa and Sabrina has devolved into micromanagement and intimidation. Staff are dealing with:

--Arbitrary restrictions on earned PTO and medical leave

--Inconsistent, we-ponized performance ratings and bonus distributions

--Direct threats that anyone who questions decisions can leave or risk losing their job

Now, the situation is reaching a tipping point. Christa is actively preparing to pitch Chris on a total department restructuring. This proposed "reorg" isn't about efficiency, it is a calculated push to eliminate legacy positions, purge seasoned SIU veterans, wipe out institutional knowledge, and replace experienced staff with Humana hires who won't question executive overreach.

When you fire experienced investigators and systematically gut an oversight unit, the work fails. This isn't just an internal morale issue, it is a massive regulatory, contractual, and legal liability for Centene.

Sarah London and Chris, how can you sit back and watch this happen?

As CEO, Sarah London cannot ignore the toxic leadership destroying this unit. An immediate executive pause must be placed on any proposed SIU reorg. An independent, external third-party audit must be launched immediately to investigate Christa Marshall Jewsbury, Sabrina Vera, and review the hiring and management practices of the SIU before Centene’s regulatory compliance is completely compromised. DO THE RIGHT THING!!