#costcutting

While 605 employees at Dow Benelux B.V. (Terneuzen/Hoek, Netherlands) are losing their jobs and entire Supply Chain and Engineering teams are wiped out under claims of "cost cutting," Midland HR leadership is burning those exact savings on executive promotions, salary bumps, shipping containers, and illegal expat replacements:

1. ZERO REAL COST SAVINGS:
   Engineers are pulled off critical projects in Terneuzen due to "lack of funds," yet HR is spending the layoff savings on international flights, paying directors with zero direct reports for months ("waiting room" seats), salary increases, housing packages, shipping containers, and expat visas. While HR hid an official announcement to deceive Dutch authorities, Global Total Rewards Director J.F. (Midland) and the Brazilian replacement have openly shared these plans since July 2026.

2. CASE 1 — REGIONAL TOTAL REWARDS LEADER (E.N.) REPLACED BY HIGHER-PAID BRAZILIAN DIRECTOR (L.S.F.):

• The Dutch Regional Total Rewards Leader for EMEAI (E.N., based at the Dow Diamond Center building in Hoek, Herbert H. Dowweg 5, 4542 NM, 4th floor) had his role declared "economically eliminated" within the 605 cuts (last day Nov 30, 2026).
• Open Dow's internal org chart right now: E.N. entire team of 18 subordinates (13 direct + 5 indirect: 16 working physically at the Dow Diamond Center in Hoek and 2 in India) was ALREADY transferred in the HR system in early November under a Brazilian director in Sao Paulo (L.S.F. / L.F., who had 0 direct reports since July 2026 while waiting for this seat).
• Next Week's Illegal Handover (Nov 16-21, 2026): L.S.F. lands at Amsterdam Schiphol on Monday, Nov 16, works physically at the Dow Diamond Center building in Hoek (Herbert H. Dowweg 5, 4th floor) from Tuesday, Nov 17 to Friday, Nov 20 WITHOUT a Dutch work permit (TWV) to do the handover and manage the 16 local employees, and flies back Nov 21. On Dec 1, 2026, he formally takes the title, and in March/April 2027 he relocates to Terneuzen on a Dutch Kennismigrant visa—with Dow paying for a shipping container, housing, flights, and a HIGHER salary than E.N. earned!

1. CASE 2 — TERNEUZEN HR DIRECTOR (M.W.) REPLACED BY PROMOTED DIRECTOR (L.T.) IN MIDLAND:

• The Associate HR Service Delivery Director in Terneuzen (M.W., last day Oct 16, 2026) was offered an insulting demotion and pushed into the 605 cuts so her exact duties and 18 subordinates could be transferred to a Brazilian national in Midland, USA (L.T.). L.T. was promoted to Director (with a pay raise) in July 2026 under J.F. with zero reports just to wait for M.W.'s chair, and was then moved under C.W. in Midland.
• The Fatal Contradiction: If M.W.'s role left Terneuzen because global HR roles are moving to the US, why is Dow spending a fortune to bring L.S.F. from Brazil TO Terneuzen for E.N.'s seat? Conversely, if HR directors must sit in Terneuzen, why was M.W. pushed out?

1. UNION FNV REFUSED TO SIGN SOCIAL PLAN & WORKS COUNCIL (OR) COMPLICITY:
   Dutch union FNV confirmed in writing that FNV completely refused to sign Dow's Social Plan—only Dow's internal Works Council (OR) signed it with management. Despite the OR (and 9 individual OR members) being formally notified of all this system evidence, the OR remains silent and complicit because admitting the fraud invalidates the Social Plan the OR signed alone. Union CNV is now stepping in to confront the OR.

2. LAWS VIOLATED & €2.5M+ EXPOSURE FOR DOW BENELUX B.V.:
   Official reports have been filed with the UWV, IND Immigration, Nederlandse Arbeidsinspectie, Dutch Parliament (Tweede Kamer), and investigative media (NOS/Nieuwsuur, AD/PZC, 1Vandaag, NU.nl):

• Art. 2 & 18 Wav: Illegal work in Hoek on Nov 17-20 without a work permit (€8k-€24k fines + stop-work order).
• Art. 2a, 24a & 55a Vw 2000: Kennismigrant visa fraud, risking suspension/revocation of Dow's Recognized Sponsor (Erkend Referent) license—which would put hundreds of innocent foreign engineers currently on visas at Dow Terneuzen (<5 years in NL) on a 3-month notice to leave the country!
• Art. 7:669, 7:681 (26-week rule) & 3:44 BW, WMCO & WOR: Sham redundancy (schijnontslag), annulment of signed VSOs for deceit, and €100k-€300k+ punitive damages per employee.

Does anyone know whether the target fixed cost reductions for headcount will be executed this year or in January?

I overheard a few colleagues mention that they got lower pay-for-performance salary increases this year despite consistent performance review scores. The same thing happened to me. Since there's a small chance it could just be something affecting our team or office, I was wondering if anyone else here has experienced this? I'm worried that it could be a sign of more trouble to come, since it would mean that the execs are still cutting expenditures anywhere and any way that they can if it isn't limited to our team/office.

So with all the talk of layoffs etc. Why would a distro warehouse completely redo inside? Bathrooms,offices,hallways,breakroom etc. If pepsi is watching $$$$$??? Anyone else warehouse going through this? Asking for a friend.

Let’s face it. It sure looks like CDW leadership has decided the future is cheap offshore labour, and North American employees are just collateral damage. The people at the top get their cost savings, the workers get their pink slips, and the customers get to deal with whatever mess is left behind.

Was this the plan all along? Gut the workforce, ship the jobs overseas, squeeze every last penny out of the operation and call it a brilliant business strategy?

And when the whole bloody thing goes to sh-t, you can bet the geniuses who cooked up this scheme will blame everyone but themselves. BRING IT!

Perfectly said, @4hg+1m4rdtc2e.

So you want to cut expense and create more cash flow wow riveting!! And have Samsung do more work in the area. Can you say ops is getting riffed! Thanks Deane and Heidi what a great idea. Can’t wait for Samsung to f……more cell sites up…. Neeed to get the he-l out of hear before the ship completely sinks

FedEx is implementing a cost-saving initiative called "FedEx Network 2.0." This plan involves closing 475 stations nationwide by next year, with over 260 already shut down. The company expects to save $2 billion by 2027 through these cutbacks. Layoffs have impacted numerous employees as facilities reduce staff or cease operations. This overhaul aims to consolidate pickups and reduce redundancy without affecting delivery times.

https://www.cleveland.com/news/2026/11/fedex-cutbacks-to-result-in-475-station-closures-layoffs.html

Apparently mostly architects, IT managers & directors. Flattening org and cutting costs

https://m.youtube.com/watch?v=hG4su5Eujag

...Please realize that Offshoring and lower labor costs remain central to IBM's workforce strategy...

Comcast is implementing significant job reductions across its cable and broadband divisions, impacting over 1,000 employees. This restructuring is part of a broader operational and cost transformation initiative. The company has filed layoff notices in multiple states, with the total number of affected positions potentially exceeding initial disclosures. These cuts coincide with a strategic overhaul and an anticipated charge of over $1 billion.

https://qz.com/comcast-job-cuts-connectivity-broadband-layoffs-111026

The obsession with centralzation, offshoring, and squeezing every last dollar out of the business is classic MBA thinking that looks great on a spreadsheet and fails in the real world.

You CANNOT run a complex org by treating people as interchangeable costs and ignoring those who actually understand the business.

Eventually, the bureaucracy, declining service, and loss of talent will cost far more than these supposed efficiencies ever saved. At that point, the game is over!!!

US Cadence offices had small yearly layoffs at the end of October in 2024, 2025, and 2026. Layoffs may coincide with internal restructuring to align teams and cut salary costs in favor of offshoring to their captive offices outside of the US. Scrutinize overly positive Glassdoor and Indeed reviews for bias.

In the company wide email, they mentioned this, "Stop or reduce work that is not aligned with Lead to One". Does anyone have any insight or even guesses as to what work will be stopped or reduced?

They get a short term (but not insignificant) share price pop after each layoff round. Don't think they haven't noticed.

BOHICA!

Last yr I got a used laptop with 1 yr left before retirement. Retired dat was in August 2026 then changed to October 2026 and again changed to January 2027 now. Over the summer their was an influx of interns getting brand new laptops while seasoned employees get the cr-p technology. Has anyone experienced this and why would they keep extending the end of life of a laptop when it’s out of warranty???

PepsiCo is implementing job cuts affecting approximately 1,000 employees in North America. This move is part of a larger strategy to revitalize the company's performance in its domestic market. The company intends to streamline operations and foster closer collaboration among its North American teams. These layoffs come as PepsiCo previously lowered its earnings outlook due to declining beverage volumes and stagnant food sales in the region. The company aims to become faster, more connected, and more capable to drive future growth.

https://www.cnbc.com/2026/11/09/pepsico-north-america-job-cuts.html

All 12 months IMO share buyback quota used up in just 6 months and the company is still left with almost 3 billions cash sitting in the company account. And yet we treat our employees like we were Greece under austerity measure. I can't wait my last day and run with my severance.

https://fortune.com/topic/titans-and-disruptors-of-industry/?v=e0332418-bb1b-4544-91fc-214e5aa80bb4

Dan Schulman's take on cuts to headcount, no free phones, direction of AI and robots

Uh oh huh. Corporate backing out of the SiC future citing demand and cost.

Given ONHDs reputation for quality, I'm sure they are just saving the money to dump back into Hudson SiC.

Or maybe they are done with inclusions and clowns? What does this mean? I think I know!! 🤔

"As of the third quarter of 2026, Enbridge Inc. has a total debt of approximately CA$112.2 billion."
"Investors remain cautious over Enbridge's (TSX:ENB) elevated debt load,"
now what E?
how do you plan on reducing E'S debt???
layoffs?
lots of layoffs?

Are the leaders behind the FIFA going to be held accountable?

Program was such a waste of money. But it sure looked nice on their linked in posts.

Anyone heard any news?

My LM had said he had seen 10-12% cuts per year over the next few years or so. I've heard the ultimate goal is 50% cost savings by 2030, so I'm sure more offshoring or cuts leaving those left behind with 50% more workload.

Pace. How big will it be? $300m accrual buys a lot of severance. 1500 to 2000 heads? Where? Across the board? What does pace mean anyways? People arbitrage cease employment?

If you look up the distribution, some have say 40,000 personnel, some have like only 400. Why not reduce footprint? - move these to capital cities etc

The board can spin the latest news all they want, but if you look at the raw financial metrics and corporate baggage, the writing is on the wall for a massive cost-restructuring.

The smoking g-n just hit the SEC database on November 5, 2026. L3Harris filed a Form 8-K confirming it closed a massive $1.0 billion senior note offering ($500 million at 5.200% due 2029 and $500 million at 5.400% due 2032). Corporate communications will call this routine capital management, but let’s look at the financial realities:

The Fixed-Overhead Interest Squeeze (The 8-K Reality)

L3Harris is running straight into a massive $1.8 billion debt maturity wall over the next 60 days specifically, $550 million in 3.85% senior notes due December 15, 2026, and $1.25 billion in 5.40% notes due January 15, 2027. Rolling over $550 million of older debt from a 3.85% interest rate to a 5.200% rate creates an immediate, structural spike in annualized corporate borrowing costs. Because bondholders must be paid first, operating profit margins are taking a direct hit, forcing CEO Sam Mehta to balance the ledger by aggressively slashing variable labor costs.

Massive Cash Capital Outflows

The company is aggressively leaking liquid cash to handle self-inflicted institutional wounds. On top of absorbing $84 million in combined DOJ fraud settlements for overcharging on ROVER/VORTEX systems and double-billing basic hardware components, the board just approved an $80 million stock-and-option separation package to slide Christopher Kubasik out the door after his code-of-conduct investigation. Add in the multi-million dollar legal fees draining corporate cash to fight Viasat in the Delaware Court of Chancery over the $2 billion Link-16 acquisition adjustments, hundreds of millions of dollars are leaving the balance sheet with zero operational return.

Vanishing Billing Codes via Congressional Scrutiny

With the House of Representatives flipping control after the midterms, the political cover the corporate PAC spent heavily to maintain has completely collapsed. Incoming House Armed Services Committee Chairman Adam Smith has explicitly vowed to aggressively probe defense industrial equity investments and "sweetheart deals." High-profile, politically exposed programs like the controversial $934 million Qatari 747 luxury modification contract face immediate audits, freezes, or forced re-competes. The moment a program undergoes a forced freeze, its project billing codes vanish. Systems and software engineers cannot sit on "unallocated overhead" for long without damaging quarterly margins, making quick, project-based engineering layoffs inevitable.

Global Facility Gridlock and Reputation Flight

The friction isn't just in Washington. In Europe, the relocation of the Brighton arms factory to Unit 3 at Panattoni Park in Burgess Hill is entirely gridlocked due to public protests over F-35 component manufacturing and intense scrutiny over local council redactions. When a manufacturing facility's transition hits a wall, local assembly workers, facility engineers, and site coordinators face immediate displacement because there is no active floor space to execute contract deliveries. Combine this operational halt with defensive, voluntary resignations from elite software talent trying to distance their resumes from the ICE data leak, and the company is facing an operational crisis.

When and Where Will the Ax Fall?

Expect the operational restructuring to hit in two distinct waves:

Phase 1 (Late Q4 2026 / Early January 2027): The immediate target will be non-technical, white-collar corporate overhead. Following corporate-wide mandates to tighten operational expenditures, corporate recruiters, marketing units, administrative support layers, and middle-management functions will face automated cost-rationalization cuts as the company protects its cash reserves ahead of the January 15 debt deadline.

Phase 2 (Late Q1 / Early Q2 2027): Project-based workforce reductions will strike systems engineering, cyber specialists, and defense assembly teams the moment multi-committee congressional subpoenas actively freeze federal funding lines or international lease agreements fall through.

If a project team is sitting on unallocated overhead or exposed billing codes, it is time for team members to update their resumes and look for insulated, high-priority safe harbors within more secure, non-audited programs before the consolidation engine kicks into overdrive.

Shouldn't be a surprise, but budget cuts were mentioned.

Get ready for more inspirational CEO LinkedIn posts about leadership, transformation, and how amazing everything is going! Thirsty much?

Our newly streamlined, U.S.-ONLY tower company is heading to Europe for an investor conference. Because apparently the best place to talk about American cell towers is across the Atlantic.

Assuming 3–6 executives make the trip, let’s pencil in a hypothetical $35K–$50K European adventure.

Meanwhile, back home: headcount down, benefits squeezed, workloads up, and employees doing the jobs of three people while leadership celebrates how lean and efficient we’ve become. We are thirsty too but you took away a lot of our drinks and now that you have us in our jail cell cubes it’s more like a prison diet anyways, and as we chose to spend more to stay healthy with more office viruses already here it’s essential. But go, enjoy Europe, find a buyer like we all think you are doing to sell us out and get your even bigger payout I mean your family is covered so that’s all that matters.

But don’t worry. There should be plenty of photos, hashtags, leadership wisdom, and LinkedIn likes to show for it.

Nothing says operational efficiency quite like cutting costs in Texas and celebrating the savings in Europe.

#TheLayoff #CrownCastle #CorporateIrony #Leadership #DoMoreWithLess

Q1 FY27 is in the books, and leadership wants a gold star for a margin bump while the business keeps shrinking. Revenue down again. Digital, the channel this company bet the whole farm on, falling double digits. Nike’s own stores down too. And their guidance for the full year: sales falling high-single digits. That is the plan. Out loud. To investors.

What’s the answer from the top? Another branded “transformation.” Remember the cost realignment from March? Now there’s “Pace,” a shiny name for the same move: billions in “savings” through 2031, paid for with a billion dollars in charges that are mostly people. Two layoff rounds in one year and the slide deck still calls it momentum.

Nobody up there gets laid off for missing. The people who get cut are the ones who actually build the product: developers, tooling, designers, the folks who keep the factories and seasons on track. Meanwhile the stock is trading where it was over a decade ago and every quarter gets a new acronym instead of a new idea.

You don’t cost-cut your way back to being Nike. You win with product people want and a culture talent wants to stay in. Leadership has spent years torching both.

Stop renaming the problem. Fix it.

The headline is the post. More pain coming.

https://www.fec.gov/data/committee/C00100321/

The official Federal Election Commission (FEC) data for the L3Harris Technologies, Inc. PAC (ID: C00100321) maps out the financial mechanics of how the defense giant attempted to purchase political influence during the 2025–2026 election cycle.

However, looking at the strict financial delta between what the PAC raised and what it spent, these figures reveal a massive, defensive cash drain that could act as a direct catalyst for internal cost-cutting and workforce layoffs in 2027.

The FEC Financial Breakdown (Jan 1, 2025 – Oct 14, 2026)

Total Receipts (Money In): $1,875,000.56, heavily driven by itemized individual contributions from L3Harris executives and high-level managers ($1,510,903.28).

Total Disbursements (Money Out): $2,297,030.00, representing direct campaign contributions to politicians and other political action committees ($2,236,600.00).

The Deficit: The PAC ran a severe deficit of -$422,029.44, outspending its fundraising baseline to aggressively lobby both sides of the aisle before the midterms.

Cash On Hand: Due to this aggressive spending, the PAC's cash reserves dropped from $1.59 million at the start of 2025 down to $1,175,326.09 right before the elections.

How this Deficit and Corporate Strategy Lead to Layoffs

While PAC money is technically separate from operational corporate revenue, the deficit and the contribution patterns point to an impending operational squeeze:

1. Squeezing Executives for Political Cash Triggers White-Collar Fatigue

The FEC data shows that $1.51 million came directly out of the pockets of itemized individual L3Harris employees (mostly C-suite executives, vice presidents, and division directors).

The Squeeze: Corporate leadership frequently exerts immense internal pressure on upper and middle management to contribute to the corporate PAC to protect the company's contract pipeline.

The Resulting Exodus: When middle managers are being financially squeezed to support a PAC that is running a half-million-dollar deficit, while simultaneously navigating a toxic post-Kubasik corporate culture, the incentive to leave spikes. High-performing program directors will execute a defensive talent exodus to commercial tech companies where they don't face mandatory political tithing.

1. Failed Political Bets Mean Cancelled Programs

The fact that the PAC burned through an extra $422,000 to heavily influence committee members means L3Harris was playing a desperate defensive game. Now that Democrats have successfully flipped control of the House of Representatives, much of the money spent courting specific panels is entirely wasted.

The Layoff Trigger: Incoming Armed Services Chairman Adam Smith and Oversight Chairman Robert Garcia do not have to respect the lobbying pipeline of a company currently undergoing multi-million dollar DOJ fraud investigations. If the newly empowered committees freeze or audit the private-equity backed modernization programs L3Harris bought access to, those specific software and systems engineering teams will be laid off because their billable project codes will vanish.

1. Operational Over-Leveraging Forces Cost Restructuring

To cover the PAC's aggressive spending and cushion the blow of the $84 million in combined DOJ settlements and the $80 million Kubasik exit package, new CEO Sam Mehta must preserve the company's cash flow.

When a corporation is leaking cash across its legal defense funds, executive payouts, and political lobbying arms, it balances the ledger by cutting labor overhead. Non-essential administrative staff, corporate recruiters, marketing units, and middle-management layers will be targeted for structural layoffs to offset these compounding institutional deficits.

Four weekly newspapers in south King County are consolidating into a single publication called the South King Reporter. This merger, announced by Carpenter Media Group, signifies the loss of a fifth of the region's printed local papers. Experts predict that layoffs for reporters and staff are highly probable following this consolidation. The company cited rising publishing costs and a shift in reader habits towards digital news as reasons for the merger. This move is part of a broader national trend of local news outlets facing financial pressures.

Seattle, Washington

https://www.kuow.org/topics/business/2026-11-05/weekly-papers-in-south-king-county-are-consolidating-history-shows-layoff-may-come-next

Disney Entertainment Television is preparing for significant layoffs as part of a company-wide restructuring. Managers have been given targets for cost savings, with some aiming for a 20% reduction. These cuts are expected to be intertwined with a reorganization led by Chairman Debra OConnell, likely beginning in early 2027. The TV networks division is anticipated to be heavily impacted due to a strategic shift away from the declining linear TV business. This move follows previous reductions and a recent sale of a stake in A+E Global Media.

Burbank, California

https://deadline.com/2026/11/disney-tv-restructuring-speculation-layoffs-debra-oconnell-1237214926/

Nutrien announced the closure of its White Springs Phosphate facility, with operations set to cease in the second quarter of 2027. This decision follows the company missing its third-quarter profit estimate and is attributed to the mine nearing the end of its economically recoverable reserves. The closure will impact approximately 500 employees, though all will remain employed until the shutdown date. Nutrien will prioritize its North Carolina facility and expects to reduce expenses by $50 million annually. The company will undertake environmental remediation and closure plans after operations end.

White Springs, FL

https://www.wcjb.com/2026/11/05/nutrien-close-white-springs-phosphate-facility/

it goes up, it goes down, the trendline is up. but nowadays, drops coupled with the debt level make me uneasy. growing profits and marketshare is a very slow game and i think they will try to slow things down and stabilize our position in the financial markets but massively cutting people (just like microsoft announced a few days ago).

thoughts? am i off here?

god knows how much by eoy. will it trigger layoffs? payroll shrinking can at least stabilize the drop. dont know and i hope i am not right.

Angi is implementing significant layoffs, cutting 13% of its workforce to achieve annual savings of $55 million. However, these measures are not expected to resolve the company's core issues of a shrinking marketplace and lost users. Analysts predict a revenue decrease by fiscal year 2027, with margin improvements hindered by scaling challenges. Consequently, the stock maintains a 'Sell' rating due to its current valuation not reflecting these operational difficulties. Despite these headwinds, recent trading activity shows a slight stock price increase and a majority of investors buying shares.

https://pluang.com/en/news-feed/angi-pemutusan-pegawai-tidak-cukup-selamatkan-bisnis-nasdaq-angi

New York, NY

201 types of managers. 47 meetings. 19 approval chains. 12 PowerPoints.

1 technical guy doing the actual work. 💀

1. Engineering Manager
2. Senior Engineering Manager
3. Software Development Manager
4. Hardware Engineering Manager
5. Technical Manager
6. Systems Engineering Manager
7. Infrastructure Manager
8. Cloud Engineering Manager
9. Network Engineering Manager
10. Security Engineering Manager
11. DevOps Manager
12. Site Reliability Engineering Manager
13. Quality Assurance Manager
14. Test Engineering Manager
15. Release Manager
16. Configuration Manager
17. Product Manager
18. Senior Product Manager
19. Group Product Manager
20. Technical Product Manager
21. Product Operations Manager
22. Product Marketing Manager
23. Product Development Manager
24. Product Lifecycle Manager
25. Product Portfolio Manager
26. Project Manager
27. Senior Project Manager
28. Technical Project Manager
29. IT Project Manager
30. Engineering Project Manager
31. Program Manager
32. Senior Program Manager
33. Technical Program Manager
34. Engineering Program Manager
35. Global Program Manager
36. Strategic Program Manager
37. Transformation Program Manager
38. Portfolio Manager
39. Delivery Manager
40. Technical Delivery Manager
41. Service Delivery Manager
42. Agile Delivery Manager
43. Scrum Manager
44. PMO Manager
45. Operations Manager
46. Business Operations Manager
47. Technical Operations Manager
48. IT Operations Manager
49. Network Operations Manager
50. Cloud Operations Manager
51. Data Center Operations Manager
52. Security Operations Manager
53. Sales Operations Manager
54. Revenue Operations Manager
55. Customer Operations Manager
56. Customer Success Manager
57. Customer Experience Manager
58. Customer Support Manager
59. Technical Support Manager
60. Customer Service Manager
61. Customer Engagement Manager
62. Customer Relationship Manager
63. Customer Escalation Manager
64. Customer Advocacy Manager
65. Account Manager
66. Key Account Manager
67. Strategic Account Manager
68. Enterprise Account Manager
69. Global Account Manager
70. Partner Account Manager
71. Channel Account Manager
72. Sales Manager
73. Regional Sales Manager
74. Territory Sales Manager
75. Enterprise Sales Manager
76. Inside Sales Manager
77. Business Development Manager
78. Partner Development Manager
79. Channel Development Manager
80. Alliance Manager
81. Strategic Alliance Manager
82. Vendor Manager
83. Supplier Relationship Manager
84. Procurement Manager
85. Supply Chain Manager
86. Logistics Manager
87. Inventory Manager
88. Manufacturing Manager
89. Production Manager
90. Facilities Manager
91. Workplace Manager
92. Office Manager
93. Administrative Manager
94. Resource Manager
95. Capacity Manager
96. Workforce Manager
97. Talent Acquisition Manager
98. Recruitment Manager
99. Human Resources Manager
100. People Operations Manager
101. Talent Management Manager
102. Performance Management Manager
103. Learning and Development Manager
104. Training Manager
105. Organizational Development Manager
106. Change Management Manager
107. Employee Experience Manager
108. Employee Engagement Manager
109. Compensation Manager
110. Benefits Manager
111. Payroll Manager
112. Finance Manager
113. Accounting Manager
114. Financial Planning Manager
115. Budget Manager
116. Risk Manager
117. Compliance Manager
118. Audit Manager
119. Governance Manager
120. Legal Operations Manager
121. Contract Manager
122. Commercial Manager
123. Pricing Manager
124. Revenue Manager
125. Marketing Manager
126. Digital Marketing Manager
127. Content Marketing Manager
128. Brand Manager
129. Campaign Manager
130. Growth Marketing Manager
131. Demand Generation Manager
132. Field Marketing Manager
133. Events Manager
134. Communications Manager
135. Public Relations Manager
136. Community Manager
137. Social Media Manager
138. Data Analytics Manager
139. Data Engineering Manager
140. Data Science Manager
141. Business Intelligence Manager
142. Database Manager
143. Data Governance Manager
144. AI Engineering Manager
145. Machine Learning Manager
146. Automation Manager
147. Innovation Manager
148. Research and Development Manager
149. Strategy Manager
150. Corporate Strategy Manager
151. Business Transformation Manager
152. Digital Transformation Manager
153. Process Improvement Manager
154. Continuous Improvement Manager
155. Knowledge Management Manager
156. Incident Manager
157. Problem Manager
158. Change Manager
159. Service Management Manager
160. IT Service Manager
161. Service Desk Manager
162. Escalation Manager
163. Crisis Management Manager
164. Business Continuity Manager
165. Disaster Recovery Manager
166. Information Security Manager
167. Cybersecurity Manager
168. Identity and Access Management Manager
169. Vulnerability Management Manager
170. Threat Intelligence Manager
171. Privacy Manager
172. Enterprise Architecture Manager
173. Solutions Engineering Manager
174. Solutions Delivery Manager
175. Customer Solutions Manager
176. Technical Account Manager
177. Customer Adoption Manager
178. Customer Onboarding Manager
179. Partner Success Manager
180. Partner Operations Manager
181. Regional Operations Manager
182. Global Operations Manager
183. Cross-Functional Program Manager
184. Stakeholder Management Manager
185. Executive Operations Manager
186. Strategic Initiatives Manager
187. Business Planning Manager
188. Organizational Effectiveness Manager
189. Corporate Development Manager
190. Integration Manager
191. Merger and Acquisition Integration Manager
192. Global Services Manager
193. Professional Services Manager
194. Managed Services Manager
195. Consulting Manager
196. Implementation Manager
197. Deployment Manager
198. Migration Manager
199. Transition Manager
200. Relationship Manager
201. Sales Enablement Manager

Seems the only way to turn a profit is now THE corner stone of the formerly known as AI Super Duper Solutions Integrator Insight playbook, lay people off. $25 Mil on Q3 books with more to be amortized into Q4 all while debt increases and expenses just keep growing. How about more Cisco sellers hopping on the boot-li---r bandwagon while the Accenture grifters are just now showing up, with more to come. Got to have some lieutenants watching your back for you to make sure to out the not on board with do whatever I have to do to get the $10 mil bonus programme legacy Insight sloths. Guess we ran out of IBM marketing buddies to hire, sure did get rid of a lot of dead weight legacy fuchsia peeps while at it. So let's turn the page and get ready for the Accenture has-beens and welcome them on board with glee and admiration for their lofty salaries!

Why are execs and VPs allowed to book flights with their own personal airline reward accounts taking priority over costs - many budget airlines in Europe are ignored for British Airways, Air France and Lufthansa - how many millions have been squandered this way.