#csuite

What does your intuition tell you about how the firm will do in 2026? More layoffs? Higher stock price? Any changes at the C-suite level? Asking for a friend who is trying to decide whether to fire WF and how soon.

He has tried, give him his due. But in the end he’s failed. As he put it - my best plan is to Buy shell shares back at the absolute top of the market’ the end.
Absolutely zero vision # not worth the money (millions)

I guess anything is better than Ramon. Or ram. Just gotta outlast whatever time it takes for them to kick RL to the curb.

Everything Doug Field touches dies.

Puzzled by the fact that no announcement has been made yet. Wondering what’s going on behind the scenes.

Steve B does not deserve the 14.3 million he makes as salary. He is an id--t.

Ah yes, I remember all those times Bob Bakish had his father come to business dinners to talk about mergers, or had him hop on Zoom calls with advisors. It's totally a normal thing for CEOs to have their daddies help them with their jobs.

From THR (link below):

“If we have the privilege to work together you will see that my father and I are the people you had dinner with,” Ellison wrote. “We are always loyal and honorable to our partners and hope we have the opportunity to prove that to you. Best, David”.

https://www.hollywoodreporter.com/business/business-news/inside-paramount-bid-warner-bros-discovery-david-ellison-1236445012/

Anyone who worked with him when he was in lower positions, was he always this heartless and uncaring towards others? Did he grow into it or was he always terrible? Ive only been here a couple years and he's a monster in many ways.

We know you are in here watching these threads, much like you sit and watch your minimally staffed teams struggle and break under workloads. If you have a shred of humanity in you, we are PEOPLE, not machines. While labor laws are pretty sh-t in this country, they do exist. Also, your job will not last forever either and we hope the people you burn while you sit and watch people struggle helps to keep you warm when you attempt to get your next job.

Brian Roberts refuses to humble himself. He is turning Comcast into Blockbuster 2.0. He won’t go down with the ship though. He doesn’t have the moral or ethical framework.

That is why he might just go down as the most hated businessman in the country.

We didn’t learn anything about changes made and was he drunk, hasn’t slept in days, or showing signs of a stroke?

Something seemed off

Looking at Dan, Sampath and Hans. Interesting read from Forbes.

https://www.forbes.com/sites/victorlipman/2013/04/25/the-disturbing-link-between-psychopathy-and-leadership/?fbclid=IwdGRjcAOVdr9jbGNrA5V18GV4dG4DYWVtAjExAHNydGMGYXBwX2lkDDM1MDY4NTUzMTcyOAABHr8AspRVmyP5k6lgfQ1lGS10G8PArOO9f3lJzBR1PwgJj8CJwKKsmGkJMkbP_aem_u6pZrfuWmrVLbgrPl7N6iw

Have we ever thought deeply on why we have failed, why our products and solutions are not exciting the market and why even the mainframe offload is dragging for last 10+ years. The answer can be found in the old timers, the architects, who have hung on to their positions even when the organization had lay offs every 6 months. How did they manage that - simple - do not document what you know, do not share what you know and object any changes or fresh ideas that is brought to the table under the guise that we know better than any one. The culture of obsession with self, lack of patience to listen, intolerance towards others and ideas, antipathy to people suggesting innovation, going on in circles in every meeting on why some thing would not work, than how can it be made to work, starts with the head of Architects, who is also head of labs. Knowledge of what you did is good, but if it cannot be used to save an organization, which is going down quarter by quarter, what is the worth of that knowledge. But are they worried - no - as most are close to retirement and will retire nicely with a package , even if the company files bankruptcy. So change the layer that is slowing every thing down and put some fresh, energetic, risk taking, innovative, ready to work hard and have a mission to save the company.

As a TSYS Issuer TM I was very excited when I heard we were getting AWAY from GP and joining forces with a company I thought MAY know how to do us better. I figured it definitely couldn't get any worse than being treated like the ugly stepchild like GP has done us. With that being said I'm losing confidence daily and at this point just hope I have a job in this cr-ppy market. I'm sorry and I hate that you all have been going through all the same cr-p that we have (McKinsey) recently. Just to add a little icing on the cake your CEO and Chief People Officer joined our Issuer All Hands this morning and we're about as happy and excited as anyone could be. Hard to imagine they could be so happy at the exact same time their TM's were being fired via Google Meets. Really makes me feel warm and fuzzy about joining the team! Not an ounce of regret or remorse in either of their voices. 🤬

Hans is saying

“Let’s go” while pocketing 20 M worth of advice to Dan.

Please tell me that most C-Suite executives will also feel the pain. They enabled Hans and others to gut customer service and raise prices without adding any real “value” while never stepping foot into a store or call center to see what was really going on. Hans needed to be gone a long time ago but he shouldn’t be the scapegoat!

Anyone knows what are the on CXO or Brian Higgins ?

S.S. said:
Layoffs are a symptom of a system that has lost its heart, not a strategy, and great bosses don't lay people off.

No great bosses here. Just overpaid C-suite listening to consulting firms who use spreadsheets to chop people and perks.

That's it. That's the post.

Why does Oracle keep stacking layers of executives who pull in oversized paychecks while acting like the company would collapse if they skipped a meeting?

This whole sh*ituation is down to three things:

1). Hans. He was the CEO when we saw the company going from being leader in everything to leader in nothing an losing in the market. Buck starts and stops with Hans, all the while he spent more time at sports events than actually running the company. GUILTY.
2). The Board. They signed off on the plan every year. They are ultimately responsible to the shareholders. They need to be held to account and changed. GUILTY
3). The dead-beat VLT. They came up with, and 'executed' (right word) the plan that got us in this situation. In particular Scampath. GUILTY.

ALL need to be changed otherwise zero credibility. One down, two to go.

I have a very trusted connection to a manager who is connected to a SVP in North TX and there is another RIF coming up mid-late Nov. Each time they have told me it’s been true so I’m guessing this next one is as well. I don’t have specifics but it’s a good number of people. If you have any PTO beyond 40 hours use it up cuz they won’t pay you for it. If you get past this one plan on applying for a new job. I don’t know how they can keep cutting so many and still function. I wonder if the C-suite gets wind of sites like this and reads the impact and disgust people have for them. People just want to work and make a difference and get a paycheck to live. Not get all involved in drama but here we are loving our teams but hating corp. it’s sad.

Sona Chowla exiting, Chris Corley as well, more conglomeration at the top with people leading combined departments. Tariff pressure coming down the pike and probably foreseeing a dip in stock price so those pay packages aren’t as appealing. But don’t people want to work with an award winning CEO voted on by her Chicago peers?

What is the call on the NPS score, the profit number (-$27M), and the net outflow number for the year ? Why have more plans left this year compared with last year ? I thought The C-Suite and Mo--narrity stopped the bleeding last year. What gives...

C suite off most companies taking boards and staff for ride with cooked up nos on AI impact

So all the Big Swinging D!cks got together this past week to figure out how to get rid of more people or whatever and they had a bunch of guest speakers talk leadership to them. Interesting list:

1. Andy Jassy - who runs a company notorious for sweatshop practices in the warehouses and highly political PIP and stack ranking culture for management.
2. Marissa Meyer who basically took Yahoo out back and shot it after she took over - though granted it was already in deep sh!t but she certainly didn’t help.
3. Steve Ballmet. Yes he built a nice arena for the Clippers but MSFT stock took off after he left and his Clippers are implicated in potentially one of the worst NBA salary cap avoidance schemes in decades. Apparently he and Stankey were having a grand old time according to my VP.

And these people were telling our leaders how to lead. Watch out over the next few weeks

I have an idea! Leave ! Help the company by leaving.

As title says.. I will vote for C. Paul and Vivek (whatever the last name is). They both need to be packed and shipped out asap. They are robbing Verizon. CX su-ks at all levels.

Full podcast: https://www.youtube.com/watch?v=9WSsLSq40Yw&t=1693s

Article here:
https://www.businessinsider.com/michael-dell-advice-make-crisis-2025-10

"People work best under pressure. A good leader applies it."

What do you guys think about the last sentence?

On October 6, 2025, Verizon filed a Current Report on Form 8-K disclosing, among other things, the appointment of Daniel H. Schulman as Chief Executive Officer, effective as of October 4, 2025. Verizon is filing this Amendment No. 1 to such Current Report to provide information regarding Mr. Schulman’s compensation arrangements that were entered into after such Current Report was filed.

On October 13, 2025, Verizon entered into a letter agreement with Mr. Schulman, which provides for his continued role as Chief Executive Officer through December 31, 2027. Mr. Schulman will continue serving as a member of the Board of Directors of Verizon (the “Board”) and will be nominated for reelection to the Board at each annual meeting of Verizon’s shareholders during the term. In consideration of his employment as Chief Executive Officer, Mr. Schulman will be paid an annualized base salary of $1,500,000 and will be eligible to participate in the Verizon Short Term Incentive Plan with a target incentive opportunity equal to 250% of his base salary, prorated for fiscal year 2025. Mr. Schulman will also receive the following Verizon equity awards in the form of Verizon restricted stock units (“RSUs”) and Verizon performance stock units (“PSUs”), which collectively represent Mr. Schulman’s exclusive long-term incentive compensation during the term:

(i) 

an RSU grant with a target value equal to $9.5 million to compensate Mr. Schulman for incentive compensation that he forfeited upon resignation from his service relationship with an investment firm in connection with his appointment as Chief Executive Officer, which will be granted on October 17, 2025 and will vest on December 31, 2026, generally subject to his continued employment through such date;
an RSU grant with a target value equal to $20 million, which will be granted on October 17, 2025 and will vest on December 31, 2027, generally subject to his continued employment through such date;

(iii)   

a PSU grant with a target value equal to $30 million, which will be granted during 2026 and prior to January 15, 2026 and will vest, to the extent earned, on December 31, 2027, generally subject to his continued employment through such date. This PSU grant is divided into two tranches, each corresponding to 50% of the award. Each tranche may be earned at a range of 0-200% of the target number of PSUs granted, based on the level of achievement of Verizon’s total shareholder return relative to a comparator group to be determined by the Human Resources Committee (the “Committee”) of the Board at the time of grant in 2026. For the first tranche, such achievement is measured over a performance period beginning October 17, 2025 and ending December 31, 2026 and for the second tranche, such achievement is measured over a performance period beginning October 17, 2025 and ending December 31, 2027; and

(iv)    

a supplemental PSU grant relating to 222,222 PSUs at target, which will be granted on October 17, 2025 and may be earned at a range of 0-300% of the target number of PSUs granted based on the achievement of average share price goals ranging from $55.00 to $75.00 per share of Verizon common stock over a performance period commencing on October 17, 2025 and ending December 31, 2028. The earned PSUs will generally vest on December 31, 2027 or such later date during the performance period on which the applicable share price performance goal is achieved, generally subject to Mr. Schulman’s continued employment with Verizon through December 31, 2027. This PSU grant is divided into nine tranches, each of which corresponds to an average share price goal. An average share price goal will be treated as achieved (resulting in the corresponding tranche of the grant being deemed to be earned) on the last day of a measurement period (defined as any period of 20 consecutive trading days of Verizon common stock on the New York Stock Exchange that both begins and ends during the performance period) if, as of each trading day during the measurement period, the average closing price of a share of Verizon common stock on the New York Stock Exchange for the trailing period of 20 consecutive trading days ending on and including such day exceeds the applicable average share price goal.

The number of shares of Verizon common stock underlying the equity grants described in clauses (i), (ii), and (iii) above will be determined by dividing the target dollar value of the grant by a reference price that is calculated as the average closing price of Verizon common stock over the 20 consecutive trading days ending on and including October 17, 2025 and rounding up to the nearest whole number of shares. Mr. Schulman is entitled to certain termination vesting protections with respect to his RSUs and PSUs upon a qualifying termination of employment, including that upon Mr. Schulman’s termination of employment due to a succession event (generally defined as circumstances where a successor Chief Executive Officer of Verizon has been appointed and Mr. Schulman has facilitated an orderly transition of his duties), the time-based vesting conditions will be deemed satisfied for all of Mr. Schulman’s equity grants described above. In addition, if prior to December 31, 2027, Mr. Schulman’s employment terminates due to a succession event, he will be entitled to receive the remaining base salary and short-term incentive compensation that he would have received had he remained employed with Verizon as Chief Executive Officer through December 31, 2027 (with short-term incentive compensation determined based on actual performance for the fiscal year in which the termination occurs and target performance for fiscal years that have not yet commenced as of the termination date).

Named Executive Officer Retention Awards

On October 13, 2025, the Committee approved a one-time retention RSU award with a target value of $4,000,000 for each of Sowmyanarayan Sampath, Executive Vice President and Group CEO - Verizon Consumer, and Anthony Skiadas, Executive Vice President and Chief Financial Officer. The number of shares of Verizon common stock underlying each award will be determined by dividing the target dollar value by the closing price of a share of Verizon common stock on the New York Stock Exchange on the grant date and rounding up to the nearest whole number of shares. Each award will be granted on October 17, 2025 and will vest on December 31, 2027, generally subject to the continued employment of Mr. Sampath or Mr. Skiadas, as applicable, through such date. Each of Mr. Sampath and Mr. Skiadas is entitled to certain termination vesting protections with respect to his RSUs upon a qualifying termination of employment.

Too bad we don’t have new talent in the CEO office:
https://fordauthority.com/2025/10/ford-ceo-jim-farley-all-new-talent-was-needed-for-universal-ev-platform/

What does this achieve?

I’ve always wondered which floor is the exec floor at the Chicago HQ. It used to be 15 but that floor is currently being renovated I think.

https://fortune.com/2025/10/11/cisco-chief-product-officer-jeetu-patel-rags-to-riches-service-industry-job-helped-rise-to-c-suite-lesson-for-gen-z/

This is AT&T’s “2020 Vision” but 10 years later, and the reduction goal being 25% instead of 1/3 of the workforce. I don’t know if there will be the COURTESY of another VSP but the HCL selloff was just a slap in the face. You had people with 30 years get denied the STANDARD severance, given NO runway.

There’s been a lot of frustration across teams lately — and rightfully so. The biggest problem isn’t talent or capability; it’s culture. Somewhere along the way, Pepsi’s open, collaborative spirit got replaced by a fear-driven, top-down approach.

Too many leaders now operate with a “yes-boss” hierarchy mindset ( Santosh , mamta for eg), where questioning decisions is seen as disloyal instead of constructive. That’s created silos, favoritism, and a lack of accountability. People who actually do the work often stay quiet because the loudest voices hold the power.

It’s not about one region or one team — it’s a mindset issue. Leadership by intimidation never sustains results; it just silences good people.

Still, there are leaders holding the place together:
• Dave continues to drive performance and push for accountability.
• Stephanie remains fair, transparent, and grounded.
• Shyam brings logic and calm.
• Magesh, who built Accelerate S&T for I & O and rebuilt the D&A from what was a fragmented setup, keeps driving structure and stability — though the credit doesn’t always reach him. Santosh took the I & O credit.

Pepsi has the right foundation, but it needs to get back to leadership built on respect, collaboration, and courage — not hierarchy and fear. That’s the real reset we need.

In 2024, Christian Klein, 44, received a €19 million ($19.9 million) bonus, up 165% from the previous year. Eliminating all MOVE SAP and similar programs, limiting bonuses through performance management, reducing yearly salary increments, Project Mongoose, and so on should net him approximately €32 million bonus in 2025. When you compare all of the numbers shared by the CFO and Works Council newsletters in 2023, 2024, and 2025, you get this figure.

I wonder how much he'll actually get this time. Guess we won't know until this information is made public.

What is the supervisory board even doing? Are they also going to make a deal with the board to get good money for being laid off like how the Works Council members did?

HCSC Board of Directors Meeting Agenda
Date: June 26, 2025
Location: Boardroom A / Virtual Session

⸻

Call to Order and Welcome (5 mins)
– Chairperson opens the meeting
– Roll call and confirmation of quorum
– Approval of prior meeting minutes

CEO Vote (30 mins)
– Presentation of candidate(s) and review of performance and qualifications
– Board discussion and Q&A
– Formal vote and recording of results

Strategic Business Update (30 mins)
– CEO report: Market conditions, organizational performance, and forward-looking priorities
– CFO review: Financial outlook, cost trend projections, and risk review

Workforce Optimization and Reductions in Force (RIF) (45 mins)
– HR and Legal review of proposed RIF and restriction strategies
– Cost-benefit analysis and long‑term impact review
– Board discussion and formal vote

2026 Bonus Structure (30 mins)
– Presentation of proposed metrics, weighting, and incentive design
– Comparison to peer health insurance companies
– Board discussion and formal approval

Regulatory and Compliance Overview (15 mins)
– Update from Compliance and Legal team
– New state and federal requirements impacting HCSC
– Risk mitigation plans

Operational and Technology Roadmap (30 mins)
– Chief Information Officer review of digital transformation priorities
– Cybersecurity status and risk review
– Member experience and operational efficiency metrics

New Product and Market Development (20 mins)
– Introduction of new product lines and services
– Market expansion plans and associated resource requirements

Committee Reports (30 mins)
– Audit Committee: Financial statements review, internal audits status
– Risk Committee: Enterprise risk review and mitigation strategies
– Governance Committee: Board effectiveness review and succession planning
– Quality Committee: Member health outcomes and clinical quality metrics review

Other Business (10 mins)
– Discussion of any new topics raised by Board Members

Executive Session (30 mins)
– CEO review and performance evaluation (without CEO present)
– Other personnel or legal matters

Adjournment and Next Meeting Date