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Apparently Rich and the Board are planning to sell MOA with the executives going away with Hugh packages.
With all the layoffs and assumed more coming,cutting of benefits,reducing staff,ETC, it should be obvious that they are making MOA more sellable.
This is what happened to SciPlay revenue after LnW bought back 100% of SciPlay
Q1 2024: $206 Million (Peak post-acquisition performance)
Q2 2024: $205 Million
Q3 2024: $206 Million
Q4 2024: $204 Million
Q1 2025: $202 Million
Q2 2025: $200 Million
Q3 2025: $197 Million
Q4 2025: $195 Million
Q1 2026: $187 Million
Q2 2026: $182 Million
Corporate Optimization at its Finest
https://www.barrons.com/articles/wells-fargo-cfo-bank-mergers-491878b5
Houston, Sept. 11, 2026 — The U.S. Trustee for Region 7 filed a formal objection Friday to the DISH Wireless Debtors’ application to retain White & Case LLP as restructuring counsel, citing conflicts of interest tied to prepetition insider transactions.
In the filing, the Trustee argued that White & Case “holds and represents interests adverse to the estate,” pointing to disclosures showing the firm drafted and advised on the DWLLC Intercompany Loan now under scrutiny by the Debtors’ Special Committee and challenged by multiple creditor groups.
The US Trustee’s objection includes a proposed order denying retention, signaling a request for immediate court action ahead of a September 14 status conference. The objection comes as the Debtors face heightened scrutiny over governance stability following the departure of two Chief Legal Officers and the appointment of an acting CLO.
Within hours of the filing, the Debtors submitted a series of Ordinary Course Professional declarations and supplemental notices, updating their roster of routine legal and advisory firms.
Judge Christopher Lopez is expected to address the W&C retention objection at Monday’s hearing. A separate hearing on the appointment of a trustee motion is scheduled for September 23 and will be a critical test of whether DISH Wireless can continue as a debtor‑in‑possession.
Here's the situation, plain as I can lay it out.
Company's got a pipeline business that hit its revenue ceiling in Liquids a couple years quicker than anybody planned for — which in my experience just means somebody upstairs was doing math they wanted to be true instead of math that was true. Meantime the CEO's already halfway out the door and told the shareholders there's a dividend increase coming, like a man promising a woman flowers before he's checked if the truck's even got gas in it. Now there's a hole in the budget and a promise that's already out the door and can't be walked back without looking weak, and weak ain't a look CEOs favor.
They spent three years on some transformation program — N75, whatever they're calling it — s'posed to teach the whole company how to run leaner and smarter. What it actually did was fix a couple small things and then discover outsourcing, which is the corporate version of not doing the dishes and just eating off paper plates. Looks like progress for a while. Ain't nobody teaching anybody nothing. The people running that program were more interested in everybody feeling good about it than anybody actually being right about it — which is how you end up with three years and a stack of PowerPoints and not much else to show.
So now the CFO, decent man far as I can tell, figures somebody's gotta go first, and it might as well be him — starts gutting his own department to prove he'll make the hard calls before he asks anyone else to. Only trouble is, cutting without fixing the process just moves the hurt down the hall. Outsource the finance work, centralize what's left, and all you've done is hide where the bodies are buried, not bury fewer of 'em. Somebody else picks up that work now, some vendor who don't know the business, and the risk don't go away — it just goes quiet for a while.
Way I see it, that's a company that made a promise it couldn't keep, and it's about to spend the next year proving it, one department at a time, while everybody who saw it coming stays quiet and waits to see whose name ends up on it when the bill finally comes due.
Ohhhh, I have feedback. 😂 The biggest thing I heard was that Mission Simplify is no longer corporate fluff—it is explicitly Centene’s operating strategy for the next several years. Sarah could not have been clearer: “It is THE strategy.” And despite insisting “this is not a cost-cutting effort,” Drew immediately followed with the financial objective of roughly doubling retained margin from ~1.5¢ to ~3¢ per dollar, while Sarah described consolidating platforms, automating processes, and replacing portions of human interaction with AI. Those things can simultaneously improve operations and reduce costs, but pretending workforce/cost reduction isn't part of the economic consequence is doing a lot of rhetorical work—especially days after thousands of people disappeared from the organization.
The other thing that struck me is that there actually is a coherent strategy underneath the corporate language. Consolidate the ridiculous number of systems, fix data movement, use prevention to avoid expensive acute care, focus Centene on Medicaid/Medicare/Individual, and use automation where repetitive administrative work is consuming money. Rajeev's heart-failure example was probably the clearest explanation of the entire town hall: spend comparatively little controlling hypertension and coordinating care rather than $10–12K when someone lands in the hospital. That is the dual mandate in a way that makes sense. But from where I'm sitting, Mission Simplify is basically describing the exact dysfunction employees have been dealing with every day: systems that don't agree, broken handoffs, manual reports, duplicated work, and employees compensating for architecture failures. Leadership now appears to recognize the same problem we've been living inside.
What bothered me most was the repeated framing around “the extra dollar matters to the Medicaid mom.” I understand the responsibility to be a good steward of taxpayer dollars. I understand that preventing a hospitalization is better for both the member and the system. But I'm also an employee of this healthcare company who cannot afford its healthcare coverage for my own child, so my child is on Medicaid. I am the Medicaid mom they're talking about. It is incredibly difficult to hear leadership invoke people like me as the moral justification for extracting additional savings while some of the company's lowest-paid employees are struggling to afford the benefits the company itself provides. If those savings genuinely improve member outcomes, demonstrate it. Don't use vulnerable members as rhetorical cover for margin expansion.
And then, almost immediately after the Town Hall, Dan Clark sent an organizational-change announcement explicitly tying Medicare restructuring to Mission Simplify. Teams are already being moved, functions consolidated, ownership reassigned, and employees told to remain flexible through the transition. So when Sarah said implementation was beginning, she wasn't talking about something coming six months from now. It's already happening. That makes the insistence that Mission Simplify isn't a cost-cutting exercise even harder to separate from what employees are actually experiencing: layoffs, reorganizations, automation, consolidation, increased workloads for survivors, and now a stated goal of substantially increasing retained margin.
So my takeaway as an employee is complicated. I actually believe parts of the strategy are necessary. Centene desperately needs simpler systems, reliable data, fewer handoffs, better preventive care, and technology that eliminates pointless administrative work. But employees have every reason to be skeptical about who ultimately receives the benefit of those efficiencies. If Mission Simplify means better outcomes for members and better tools and sustainable workloads for employees, great. If it means fewer employees doing more work while the savings are celebrated as improved margins, then calling it anything other than cost cutting won't change what it feels like from this side of the screen.
Back with another one from ya NoCenteam correspondent.
And before I begin: sincere best wishes to everyone leaving Centene today. There's life after Centene. A pretty damn good one, actually. You'll land, you'll remember what it feels like to breathe again, and I suspect a whole lot of you will eventually look back and realize you were better off for it.
Godspeed, fellow Centene employees NoCenteam alumni.
Let’s dig in. Centene has spent a lot of time talking about simplification, efficiency, focus, and Enterprise Optimization, so let's take them at their word. Because at this point, layoffs headcount reduction isn't really the interesting story anymore. The interesting story is: what exactly is Centene optimizing into?
Look around. ACA membership is shrinking. Medicaid membership and mix are changing. State-plan business has been lost or is transitioning in Georgia, Hawaii, and Florida. Centene is choosing to exit Arkansas ARHOME, and Health Net is now exiting traditional commercial group business in California and Oregon to focus on government-sponsored healthcare.
Inside the company, you've got VSPs, ISPs, leadership departures, executive responsibilities being consolidated, and entire functions disappearing. Meanwhile, major work is increasingly being centralized, standardized, automated, outsourced, or handed to outside partners.
None of those things individually proves much. Put them all on the same whiteboard, though, and a pretty interesting picture starts to emerge. This isn't just a smaller Centene. It looks like Centene is deciding which businesses it wants to be in, which capabilities it still wants to own, and who it wants doing the work.
Which brings me to a question I'd really like somebody on an earnings call to ask:
For every dollar Centene expects to remove from employee expense through Enterprise Optimization, how much new spending is being committed to consultants, technology vendors, managed services, and offshore providers? (Attention reporters and analysts… this is the question you should be asking… you’re welcome) 😉
Because reducing payroll isn't necessarily reducing cost. Sometimes you're just eliminating the expense changing who sends the invoice.
And there's another question that's probably even more important:
For every capability Centene removes internally, who owns that capability afterward? (Ahem)
Because if the work still needs to be done after the employee leaves, was the job actually eliminated, or was the employer changed?
Centene has historically sold a pretty compelling proposition: national scale with local knowledge. But there's an interesting tension there. Centralization, outsourcing, and standardization can absolutely make an organization more efficient. They can also slowly remove the local knowledge and institutional memory that made the model work in the first place.
You can consolidate leadership, standardize platforms, outsource operations, automate workflows, and remove people who look redundant on an org chart. Every one of those decisions might make perfect sense individually. The trick is knowing when you've removed cost and when you've removed capability.
That's why I don't think the Centene story anymore is "Why are they laying people off?" We know why companies cut people.
The much more interesting question is:
Managed Healthcare: Managed by Whom?
When Enterprise Optimization is finished, what does Centene still know how to do itself? And perhaps more importantly, what happens when the people who knew how all this sh-t actually worked are gone?
No allegations of wrongdoing here. Just watching the pieces move around the board and asking where they're going to land.
NoCenteam Securities & Organizational Archaeology Division
We read the footnotes so you don't have to.
Inside scoop: Heard some concrete info from a very solid internal source about the roadmap for backfills. If you're a manager in the US, Canada, Germany, India, or France, you already know how brutal it is to replace departures right now. Managers are being forced to provide double and triple justifications just to get a basic backfill approved, and even then, finance is pushing to have them relocated.The funniest part? Management has officially panicked themselves into believing India is "too expensive" now. Yes, you read that right. The old corporate golden child is suddenly a margin liability because of high Bangalore wage inflation which now makes it not a low cost hub anymore. So while the West and even get starved out through natural attrition, Egypt is the new favorite child. They have about 450 people in Cairo now, completely insulated from the layoffs, and corporate is quietly funneling the core software and EDA tooling work over there because the currency devaluation makes it a fraction of the cash burn. If you're waiting on a local backfill approval in the US, Germany, Canada, France, anymore in Western Europe or even India—don't hold your breath.
Total mismanagement at the top, they have all this money in the bank and they are doing nothing with it. Total Cash: $1.96 billion = Total Cash Per Share: $12.25
Why aren't they paying employees? Why aren't they repaying $1.5billion of debt? They don't know how to run a business
Our plant was recently informed corporate will be coming to discuss upcoming insurance changes. Any ideas of what changes employees can expect?
Just for fun, go out to Workday and checkout the Corporate Strategy org chart. Seriously, Directors and Managers with ZERO direct reports. What is happening? We’re being told 1-16 is the new normal, but apparently this area is special. What are they even doing?
Why we keep blaming H1B when things do not work the way we want it to be. H1B is HERE to stay like it or Not! Corporations will always follow the money, any company who can do it cheaper will follow the money. It is too late for the golden age...Let's leave H1B alone and move forward. Worry about your Family, Loves ones and put food on the table for once!
Did EH fix us yet?
Pathetic
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The leadership that has been running the company to the ground for several years has decided the failures aren’t due to their own choices — not the years spent pulling engineers away from innovation to chase a commodity PC chip, not the fixation on edge AI while the entire industry moved toward datacenter AI, and not the pattern of entering mature markets long after everyone else.
They never prioritize, never take responsibility, and always look for someone beneath them to blame.
Now they’ve concluded that the real problem is the workforce. Their “solution” is to push out hardworking people and replace them with new hires from the industry, buying themselves another 3–4 years of insulation while nothing fundamentally changes. Because the core issue is them.
And this is the only company where one individual simultaneously controls the financial decisions, the operational direction, the business strategy, and the sales pipeline — all concentrated in a single seat, right next to the CEO. There is no separation of responsibility, no checks and balances, no accountability. When one person holds every lever, failure has nowhere to go but downward.
By 2029, when shareholders start asking why the promises remain unfulfilled, they’ll either quietly exit or invent another cycle of excuses.
Meanwhile, countless careers and families will be disrupted — while the same leadership circle continues to thrive, untouched by the consequences they created.
What does this really mean?
Sorry peeps, but this is therapeutic… doing the work for the reporters so they don’t have to. 🤷♂️
Centene expects to spend $315 million to $365 million on employee separation costs while reportedly committing $500 million to as much as $1 billion to Cognizant for technology services involving TriZetto, claims, billing and customer service. Source: https://www.beckerspayer.com/workforce/centenes-buyouts-could-have-a-315m-price-tag-for-the-rest-of-the-year/
Here’s the important part… *Investors, CMS, and the state agencies sending billions of taxpayer dollars to Centene** should ask whether the work is actually disappearing or whether Centene is trading internal capability, institutional knowledge, and direct accountability for vendor dependency.
A point of comparison: Citi is moving in the opposite direction, reducing its reliance on technology contractors from approximately 50% to 20% to strengthen data governance, risk management, and operational control. Source: https://www.reuters.com/business/finance/citigroup-plans-slash-it-contractors-hire-staff-improve-controls-2025-03-13/
Why is Centene increasing vendor dependency at exactly the moment its execution risk is increasing? Why did Citi decide to do the opposite? Both are highly regulated industries. United Healthcare is also investing heavily internally and is quarters or years ahead of Centene in that regard.
Now that OxyChem has sold, it looks to me that we have an EVP with nothing to do. Where am I wrong?
Polluting the world w its non environmental products Animals have broken down nervous systems near data centers. Stop the madness
https://www.tradingview.com/news/prnewswire:3f8bc5859ebaa:0-did-humana-inc-insiders-breach-their-fiduciary-duties-to-shareholders/
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RV gets a seat on the OpenAI board. Now a McKinsey exec gets a board seat at BNY. What’s next in this game of thrones?
I’m not sure why analysts continue treating each new Centene C-suite promise as if the last one was delivered.
In 2021, Centene told investors it was targeting a 3.3% adjusted net income margin, with the benefits of its margin-expansion plan expected to materialize in 2023 and 2024.
Drew Asher was specifically named as one of the executives driving it.
Here is what Centene actually delivered, using its own adjusted earnings and premium-and-service revenue:
Four straight years of approximately 2.5%, followed by a collapse to 0.6%.
They didn’t briefly reach 3.3% and fail to sustain it. They never reached it at all.
Employees were reorganized, outsourced, offshored and RIF’d in the name of “margin.” Meanwhile, the executive specifically charged with delivering margin expansion missed Centene’s own target every single year.
Apparently, “accountability” is another expense Centene decided to eliminate.
Question to the Board: when does Drew get RIF’d???
Target:
https://filecache.investorroom.com/mr5ir_centene/114/CNC%20MS%20Conference_Final.pdf
Results:
https://investors.centene.com/2022-02-08-CENTENE-CORPORATION-REPORTS-2021-RESULTS
https://investors.centene.com/2023-02-07-CENTENE-CORPORATION-REPORTS-2022-RESULTS
https://investors.centene.com/2024-02-06-CENTENE-CORPORATION-REPORTS-2023-RESULTS
https://investors.centene.com/2025-02-04-CENTENE-CORPORATION-REPORTS-2024-RESULTS
https://investors.centene.com/2026-02-06-CENTENE-CORPORATION-REPORTS-2025-RESULTS-AND-ANNOUNCES-2026-GUIDANCE
when do we start the merger with Comcast? before the administration changes I'm sure? are they just going to create a small new company like Altice/Optimum did to place all of their debt in and let that portion go bankrupt?
Why so many executives and team members from Network moved under Vivek?
What’s the end goal ? There is Network SVP reporting to Vivek. They used to be peers.
This garbage company and its garbage M&A under existing leadership have destroyed it. If this company... and its incompetent corporate development team under even more incompetent leadership and a clueless board... could evaluate opportunities half as well as its peers, maybe it wouldn’t be in this situation. Instead, they have a bunch of unqualified people running business development under GM and Skippy, who themselves apparently can’t add, subtract, multiply, or divide.
I'm seeing a lot of people (some know a lot, others don't have a fckng clue) analyzing the financial engineering the company has been carrying out in recent months. Well, none of that is a coincidence, considering who is at the helm.
Without a shred of admiration, but with all the recognition he deserves, it must be said that our CEO is an absolute wizard when it comes to high-stakes Wall Street finance, and it all goes back to his time running with Carl Icahn.
For five years, our CEO was Icahn’s right-hand legal guy, which is basically like getting a master's degree in corporate warfare from the most aggressive shark in the business.
When you work for Icahn, you are learning exactly how to rip apart corporate balance sheets, we-ponize debt, and corner massive boards into doing what you want.
So when Icahn won that brutal proxy fight against Xerox back in 2018 and ki-led their multibillion-dollar deal with Fujifilm, he planted LP inside Xerox as General Counsel to be his eyes and ears. Over the next five years, LP probably was the secret architect behind some of the wildest financial stunts you can imagine.
We are talking about helping orchestrate a crazy $33B hostile takeover attempt where Xerox, the smaller company, tried to swallow HP using a mountain of structured debt.
The real proof of how savvy this guy is came in 2023 when Icahn decided to cash out and sell his entire share back to Xerox for over $0.5B. Usually, when an activist investor leaves, his people get kicked out the door right behind him. But LP had made himself so indispensable by rewriting the company's entire operational playbook that Xerox couldn't afford to lose him.
FF to 2026, and the company is in a tough spot with the stock down, and the board immediately handed him the keys as CEO.
If anyone knows how to engineer a financial miracle out of a tight corner, it is a guy who spent a decade learning the ropes from Carl Icahn himself.
and many people misunderstood what I meant to convey.
Yes, every corporation is run with CEO to President to VP system. And is not what I was talking about.
But what I meant by breaking up Nike into different segment is to do what GE did.
As many of you were aware, GE was struggling for 15 years because of big conglomerate model that Jack Welch put together. They basically got rid of old segmensts like electronic and appliance to another company. Got rid of finance division. And others that were too many to mention. And concetrated on Aerospace, mostly jet engines. GE Vernova which mostly makes jet turbines. And GE Healthcare.
I suggested that is path that Nike should take too.
Currently, Nike making sandals to $600.00 retro snickers under one umbrell. That is too wide offering for one company to effectively run.
Yes, sell Converse.
License out many products.
Jordan should be brought to performance basketball and performance division. A division for all Nike performance is handled.
Nike ACG and SB and other items should be group together for Nike orient towards young people. Because Nike is doing poor job of reaching out to really young people.
And another division for Nike product that are for mass public like dept store, national chain with lesser level of product but has high volume.
Another division for licensed products including NCAA.
Each division with it s own CEO who has to answer to head CEO but with independence to do whatever it takes to show the results.
Right now GE is finally kicking a-s.
If Nike continues at current path, it will be DOA. Dead on arrival.
Hey, we have a new president Paul T – who has a background as an asset manager. Must be here to replace Rawool?, In the failing DXC, do we think he is here to prepare a turnaround, sale, refinancing, or orderly wind-down?
Lumber producer Interfor is shifting its corporate support functions from British Columbia to Peachtree City, Georgia. This move aims to align corporate operations with the majority of its business, which is located in the US South and Northwest. This strategic relocation follows a trend of Canadian manufacturers moving operations to the United States. Interfor's decision is influenced by the significant portion of its sales and operations already based in the US.
https://woodcentral.com.au/interfor-corporate-functions-us/
Intel is implementing new layoffs within its data center division, impacting employees who supply processors and technology for AI infrastructure. This move occurs despite significant growth in the data center industry and rising demand for AI capabilities. The company stated these changes are part of a strategy to become more focused and efficient. Experts suggest that companies may be using AI as a justification for pre-planned workforce reductions. Ultimately, even booming sectors are not immune to corporate job cuts.
Santa Clara, California
https://www.datacenterknowledge.com/management/intel-layoffs-show-data-center-workers-aren-t-immune-to-corporate-job-cuts
BP ex-chair Manifold planned to remove Director Amanda Blanc
https://www.marketscreener.com/news/bp-ex-chair-manifold-planned-to-remove-director-amanda-blanc-ce7f51dcd889f52d
You should be thinking like an executive saying to yourself how much can I strip out of this company while contributing as little as possible.
The answer is: this TRP MC member recently joined the board of another public company.
AI is not a strategy
A Very Simple Plan to Reset AT&T
Cancel the new HQ project and redirect that capital toward the things that actually matter. Use a portion of those savings to fund a responsible workforce transition and right-size the company for the future.
Give employees a choice. Offer virtual status to roles that can be done remotely, and provide location incentives for those who choose to work in-office or whose roles require it. Stop treating every employee the same and start managing based on outcomes.
Get aggressive on debt reduction while prioritizing fiber expansion, network investment, and the technology needed to compete.
Restore trust with employees, rebuild the culture, and focus everyone on winning instead of compliance.
AT&T doesn’t need more buildings, more bureaucracy, or more policies measuring where people sit. It needs a clear strategy, disciplined capital allocation, and a workforce focused on innovation.
The market rewards companies that make hard decisions and invest in the future. Get the strategy right, and the stock will take care of itself.
AI is overhyped and I think investors are starting to catch on. I have yet to hear how the AI companies, (ChatGPT, Claude...etc....) are going to make back the money money being spent on datacenters,(100s of billion$). As far as I can tell there really doesn't seem to be a big demand since both Meta and Google are selling their comute to the AI firms rather than using it for their own needs. Also, there is now a race to the bottom on token pricing further exacerbating the issue of profits. I don't see the profits meeting the expenses or even coming close. So, How does this effect Corporate America's embrace of the tech?
June 30th was the drop dead day to file the IPO. They've been shopping the IPO for 6 months and the market said "no thanks". Anemic growth (circa 1%), one time ebita bump from massive cost cuts and the McGraw IPO flop has put a nail in this coffin. I predict Apollo will look to carve up the peices and get their money back .KKR is probably pushing for the same thing. MH? he will be gone and I bet the process has already started. NK and the rest of the pretenders? Well they will jockey for position but Apollo will bring in an outsider to carve up the corpse. All the folks who jumped on this bandwagon are, I'm sure, not as upbeat as 3 weeks ago. They jumped on a sinking ship, threw the crew overboard and now their hubris will fade away rather quickly as they look to the exits
https://www.thedrive.com/news/how-texas-police-spent-4-5-million-on-four-chevy-tahoes
So sweet!
We back the blue, no matter what. We should build these vehicles directly instead of letting CogNyte profit from the massive markup on retrofitted surveillance technology. Everything should be designed and built in America. Ford Tough. The strong profit margins on a small number of specialized vehicles are simply an added benefit of helping law enforcement do good police work.
Are EchoStar employees still calling themselves “disruptors”?. The pay TV business is bankrupt, satellite TV is dying, Sling isn’t competitive, the wireless strategy has been abandoned, and Hughes is under pressure… what exactly are you disrupting? I have an offer but I am wondering if it’s even worth taking