Below are all the posts — topics as well as replies — that mention the hashtag #data.
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Cisco employee count
2023 | 84,900 | ███████████████████
2024 | 90,400 | █████████████████████
2025 | 86,200 | ████████████████████
2026 | 82,400 | ██████████████████
Change:
2023 -> 2024 +6.48%
2024 -> 2025 -4.65%
2025 -> 2026 -4.41%
Source:
https://www.macrotrends.net/stocks/charts/CSCO/cisco/number-of-employees
Am I reading this correct? Am I just stupid? We spent however much money developing Aviator so we can provide agentic AI to companies because we're like an AI company (allegedly) right?? So why are we now partnering with an AI company to bring secure data to governments and all of the sudden bringing only data to the table?? Wasn't the whole point being building AI agents that conform to whatever standards is needed so governments can use them? Now we're just the data source for the AI agent that can be changed at will.
Also, ok sure we have products that this makes sense for. But what about the rest of the products? What about Microfocus products? What data can we provide from for ex. ITOM to feed into agentic AI? A bunch of our products dont even fit the bill here. So where do they fit in the AI data future?
Oracle is spending more on building data centres than it earns in a quarter
https://thenextweb.com/news/oracle-664bn-backlog-spending-ahead-of-revenue
What exactly do these guys do? They're always in POC mode, churning out white papers that nobody really reads. Do they actually add any value?.
Link for full data set is below. I am listing 2026 only, there is more data here, you can filter on year, I think there is 800 visas issued.
# Fiserv Solutions, LLC — FY2026 H1B/LCA Salary Summary
## Example Salary Ranges
Fiserv's FY2026 LCA data shows many experienced technology positions in roughly the $130K–$210K range, with higher-level engineering and management positions exceeding $200K. The overall average lower-bound salary is about $137K.
https://h1bhq.com/search?employerSlug=FISERV-solutions-llc
Said he's joining LSEG as their CIO of data and analytics which is the biggest revenue generating arm of LSEG. Good for him
A New York Fed survey reveals that 61% of service firms now utilize AI, a significant increase from previous years. Despite this widespread adoption, AI-related layoffs remain rare, with retraining being the primary adjustment for affected workers. Meanwhile, Gartner forecasts a substantial rise in data center power consumption, driven by AI servers accounting for nearly a third of the load. The European Union is implementing transparency rules for AI systems, while New York City has banned student AI use through eighth grade. These developments highlight the rapid integration of AI across various sectors and the evolving regulatory landscape.
New York
https://buttondown.com/aifootprint/archive/ai-footprint-ny-fed-ai-adoption-gartner-dc-power/
Except data delays have often been because of new reporting metrics being added
Oracle has been adding backdoor to their flagship Oracle Database for decades, whenever a patch is released to secure some kind of authentication hole or other security hole to bypass authentication, Oracle always add more security hole, they have been consistent to ensure someone can authenticate into Oracle products and do stuff like change database, delete database, these will be revealed in the coming month to serve one putpose: Force worldwide banning of Oracle products so the company collapse and take down the whole AI bubble
If you work for Oracle, leave ASAP!
Tracking participants count #general Slack channel in Oracle One workspace, as the fastest available proxy indication of ongoing layoffs.
Limitations of these stats are covered in detail in comments.
I will post daily in comments on the count change and running current month total.
There is a troll trying to impersonate me and post fake Slack stats; protection measures are covered in the first comment.
My public key used to prove identity: ssh-ed25519 AAAAC3NzaC1lZDI1NTE5AAAAIPh3BL62QOGXk95TzS980uSckZd1M5YPGqouR0iHWumB slack-stats
CDO and his cdo s are a joke with no real transformation experience. They replaced one sales guy with another from non banking space. All believe in hero culture no collaboration or empowerment. Frontier banks lead with good data. This team is not it.
Sorry I'm late to posting. I'm the same person who shared OIM database activity from the last RIF. Just seeing the anxiety here is making me sick and sorry for everyone affected. The last detail I can add is that additions to the enqueue table have seemed to stop. Not saying there won't be any more additions, but the activity in that enqueue table which is triggered during these RIFs has stopped. I hope those affected will be alright. Please rest and take care of yourself.
What’s the new one show? The old one showed very minimal data points.
let's get it on!
This could give Vz a huge leg up in PA.
AI/data center gets built ...needs connectivity ... Verizon sells connectivity ... Verizon has to build/maintain the network ...employees do the work.
For Verizon, potential work includes:
Fiber construction — new fiber routes into data centers.
Dark-fiber connections — lighting existing unused fiber or leasing strands.
Optical transport — installing/maintaining DWDM, ROADM and high-capacity equipment.
Central-office work — installing racks, shelves, power equipment, fiber panels and transport equipment.
Circuit provisioning — turning up high-capacity connections.
Testing — OTDR testing, fiber certification and optical testing.
Maintenance — troubleshooting fiber, optics, power and transmission equipment.
Network upgrades — increasing capacity as data-center traffic grows.
Data-center interconnects — connecting one data center to another over Verizon's network.
Enterprise services — businesses located at or around those facilities need dedicated connectivity.
Verizon has a lot of existing dark fiber in Pennsylvania, that's potentially a huge advantage. Verizon also has existing facilities .
Average hours report is broken and they apparently can’t fix it.
So enjoy WFH for the rest of August. If anyone asks why you weren’t in the office, just point to the inaccurate report.
All you need to say is “I was there.”
Can’t argue with the bad data when they’ve already admitted it’s bad.
Funny how we’re expected to trust these reports when they want to enforce RTO or terminate headcount, but when the report doesn’t work, suddenly nobody can figure out how to fix it.
5x RTO: powered by a spreadsheet that doesn’t know where anyone was. Pure genius!
Maybe this Sunday was a deadline for some teams? I'm seeing more deactivations being enqueued in the OIM management databases.
https://georgenoble.substack.com/p/pov-openai-anthropic-nvidia-and-oracle?utm_campaign=post-expanded-share&utm_medium=web
Zillow has reached a new data licensing agreement with Realtracs, an MLS serving agents in six southeastern states. This deal addresses concerns regarding Zillow's use of broker-created data in AI models and market analytics. The agreement includes specific provisions for flagging when an agent triggers listing suppression thresholds. Realtracs had previously identified Zillow as a non-compliant vendor, leading to extended negotiations. This resolution marks an end to a period of stand-off over access to listing data.
Nashville, Tennessee
https://www.onlinemarketplaces.com/articles/zillow-signs-realtracs-data-deal-while-chicago-feed-fight-grinds-on/
USAA’s $250 million contract with IBM to build a Data and AI Center of Excellence (thx AU) is a textbook insider siphon built on premeditated sabotage. Upon taking office, Granddaddy systematically gutted USAA’s internal AI program, creating fake fires to liquidating internal talent to manufacture an operational void. He then hand-picked his personal buddy of 20 years from IBM, Frank, positioning him onto the USAA account just in time to open a $250 million financial pipeline straight to his companion. This was not a strategic vendor selection—it was the deliberate destruction of enterprise assets to funnel a quarter-billion dollars of member money to a personal crony. Never mind the fact that IBM already failed multiple times at effectively deploying AI and we wasted millions of dollars in the process. Now we are losing our brightest data scientists. Can’t wait for the next TH to hear about Granddaddy’s new Ferrari. AU must new kneepads by now.
In the contemporary landscape of Large Language Models (LLMs) and proliferating open-source options, the functional reality of many specialized AI teams has shifted dramatically. What exactly is this role today? Rather than serving as core creators or conducting fundamental research in mathematics or physics, many data scientists operate primarily as system integrators. Their day-to-day operational scope is frequently limited to downloading pre-existing, open-source models from repositories like Hugging Face or Nvidia and deploying them into production environments like AWS. Alternatively, they rely heavily on established agentic frameworks to orchestrate API calls to external LLMs and construct basic operational workflows.
This shift has led many to argue that the "data scientist" title itself has become an operational mismatch, with some suggesting these positions should be renamed to DevOps or Integration Engineers. The criticism stems from a perception that the role has drifted away from true scientific exploration, often resulting in the production of derivative white papers copied from open GitHub repositories or other public sources. With the advent of advanced generative AI and agentic systems, standard software engineering and technology teams are often better equipped to manage, optimize, and scale these integration tasks more efficiently, making the traditional, siloed data science function increasingly redundant.
https://arstechnica.com/tech-policy/2026/06/verizon-sent-man-a-refurbished-phone-with-mdm-then-deleted-his-data-remotely/
Which campuses had already received notices and what are the packages, which grade levels were targeted?
From the earnings release:
Software — revenues of $7.8 billion, up 5 percent:
$M
Hybrid Cloud 1,998
Automation 1,951
Data 1,782
Transaction Processing 2,030
Obviously Hybrid Cloud = Red Hat and Transaction Processing = all the old legacy mainframe SW like IMS, CICS, TPF, etc. But where do some of the other recent large SW acquisitions go? I assume Turbonomic and Apptio go under Automation? Datastax and Confluent go under Data? Where does Hashicorp go?
My sense is that pretty much ALL of the reported SW growth is coming from those 6 relatively recent acquisitions, not anything actually developed at IBM. But I'm curious which of those acquisitions are contributing most.
So how’s the troops enjoying the whacked out new OT Salesforce?
Apart from being unable to quote easily or quickly, needing multiple approvals for list price quotes, an inability to intelligently search for products, processing orders literally like pulling teeth and the data being FUBAR if you are authorised to view it. On a sales tool that we never train people on that’s the backbone of a sales organisation.
it’s all going rather swimmingly don't you think?
Can anyone in the know (VBG I guess?) comment on what Dan said about data centers and selling fiber today? Is this a viable business?
This guy is so full of it. Now he’s saying he’s going to transform central offices to data centers he’s full of it and no one believes him. Stock will go back down next week
Q2 is out. Revenue basically flat. Free cash flow flat for the half. And yet the letter reads like a highlight reel: double-digit growth here, “strong performance” there, three bold priorities for the back half. Look closer, and the growth is concentrated in exactly the places you’d expect if the story were built on acquisitions rather than the underlying business.
Automation up 3%. Sounds modest until you remember that’s the segment carrying HashiCorp and Apptio (both bought, both being folded into the base, both getting a full year of “integration growth” before the comparison gets tough). Data up 18%, presented like IBM is winning the AI battle. Except Data is also where Confluent landed. Strip out an acquisition that closed months ago and ask what the legacy products in that category actually did on their own (that’s the number nobody puts in bold).
This is the oldest trick in inorganic growth: buy a company, fold its revenue into your segment, get a full year of easy comps while contracts get renewed and “blue-washed” under the new parent, and call the blended number your own performance. It works, for about a year. Then the acquisition anniversaries into the base, the easy comp disappears, and the segment needs the next acquisition to keep the story going. That’s not a growth engine. That’s a treadmill with a one-year lap time.
Meanwhile the parts of the business that were never propped up by an acquisition tell a rougher story. Infrastructure down 7%. Transaction Processing down 9% (they’re the same story told twice). Transaction Processing is the software that rides on Z. No mainframe refresh, no new Z capacity, no large deals closing (no new MLC licensing booked either). Hardware and software here aren’t two separate lines on a slide, they’re one engine: when Z doesn’t sell, the software tied to it doesn’t sell either, and both numbers fall together because they were never actually independent.
Which raises the uncomfortable question: how much of this business is actually layered on top of itself? Acquired revenue propping up Automation and Data while the base underneath goes quiet. Mainframe hardware and mainframe software rising and falling as one, dressed up as two separate growth stories. Each piece needs the piece below it to keep moving, or the whole structure stalls at once. Call it what you want (a treadmill, a house of cards, a pyramid where each new acquisition is there to cover for the last one’s fading comp): the pattern is the same, nothing underneath is generating growth on its own, it’s all leaning on something else that has to keep being fed.
Revenue flat overall at $17.2 billion. Free cash flow flat at $4.8 billion for the half. If the “real” IBM (the part that isn’t riding a recent purchase or a hardware refresh cycle) is shrinking while acquisitions and mainframe timing carry the average, the honest question isn’t “is IBM a software company.” It’s “whose growth is this, actually, and what happens the quarter the props stop arriving on schedule?”
And right on schedule, the answer on offer is another reshuffle (new titles, new coverage models, a new operating structure for the back half). But renaming jobs doesn’t change what’s underneath them. If the growth was never really organic to begin with, no amount of reorganizing who sells it or what they’re called is going to make it real.
And this isn’t a new discovery. The pattern has been visible on the ground for years (it just took a bad quarter for the market to finally notice what employees already knew). That’s the part worth sitting with: this wasn’t leadership missing a hidden signal. It was leadership seeing it, for years, and being too arrogant to admit the story needed correcting. Too invested in a stock price number (chasing $300 a share) to step back and ask whether the growth underneath it was real.
And even if the July reorg were the right diagnosis, it isn’t the right timeline. Deployment takes months to show up as revenue under the best conditions, longer when the team doing it just got reshuffled and has to relearn who owns what. A reorg launched mid-year, needing to prove itself by year-end, is asking for a “wow” effect on a clock that deployment has never once run on. Nobody deploys enterprise software in one or two quarters just because leadership needs a good Q4 slide. So the real question isn’t whether the numbers improve by December; it’s whether anyone at the top is honest enough to say, out loud, that they won’t, and that expecting otherwise is expecting a miracle from a plan that was never built with that timeline in mind.
Numbers tell the truth when you sit with them long enough. Put makeup on them (bold a growth rate, bury the segment it came from, skip the base it’s being compared against) and they’ll tell you whatever story needs telling that quarter. This quarter’s story needed rescuing. The last-minute reorg landing on top of it isn’t the fix. It’s one more coat of makeup on a number that’s going to need a lot more than that to hold up next quarter, when the acquisitions currently doing the heavy lifting start looking like ordinary IBM again.
Can anyone list any innovative improvements / enhancements Dell has made to Data Domain since EMC was acquired over 10 years go?
NOTE: Cloud Tier doesn't count since it never worked.
It got corrected
Dell kickin a-s with a third of the market, 40% y/y growth
Powerstore
PowerMax
PowerVault
PowerScale
What's there not to love?
They laid off 43500 employees reason 1. Nobody needs these stupid data centers w expensive energy eating Dell db equipment which is junk. Bet against Dell tomorrow
Massive DS cuts. Data is new gold I guess. Condolences to those affected hope your package is good
It's the argument a company has to make if
they really never even boarded the Cloud train.
https://www.fool.com/investing/2026/06/11/ibm-thinks-your-data-is-too-stubborn-to-move-and-a/
Chevron signs 20-year power agreement with Microsoft for West Texas data center
HOUSTON, June 22, 2026 — Chevron Corporation (NYSE: CVX) today announced that Energy Forge One LLC, a wholly owned subsidiary, has signed an agreement with Microsoft Corp. (NASDAQ: MSFT) to develop a co-located power facility in West Texas that will provide dedicated electricity to a Microsoft-operated data center under a 20-year power purchase agreement. Chevron and Engine No. 1 have been collaborating on the development, known as Project Kilby (“Kilby”).
Kilby is expected to deliver approximately 2.67 gigawatts of capacity, built through a phased, modular approach that enables incremental expansion over time. A majority of the generation will come from large GE Vernova (NYSE: GEV) turbines and associated electrical infrastructure, with additional capacity provided by Solar Turbines, a wholly owned subsidiary of Caterpillar Inc. (NYSE: CAT). This positions Kilby among the largest co-located natural gas power and data center developments in the U.S., supporting the next phase of American AI growth by leveraging America’s natural gas advantage.
What exactly do Fidelity's data scientists do on a daily basis? As far as I can tell, their only visible output is a stream of irrelevant papers and patents.The majority of these patents appear to be little more than clever linguistic exercises.
I've yet to see any substantive work come out of that team. Meanwhile, our AI unit is supposedly larger than Amazon's. With so many brilliant minds already building and open source cutting edge LLMs, what meaningful contributions can an internal group like this realistically make?
The skepticism regarding the internal team's value is compounded by the sheer scale of the global competition. While the organization maintains a significant footprint in AI and ML engineering, the focus on academic-style outputs like research papers and patents often feels disconnected from the practical realities of high-impact financial operations. In contrast, other major institutions are aggressively integrating data and AI to transform core business functions. For instance, McDonald's is leveraging its Enterprise Data, Analytics, and AI (EDAA) organization to develop capabilities for pricing, demand forecasting, and transaction modeling through their "Accelerating the Arches" strategy. Similarly, firms like JPMorganChase and BlackRock are focused on applied AI and AI data engineering to drive enterprise value.
If an internal group is to justify its existence alongside massive open-source efforts, it must pivot toward delivering scalable, high-impact data products that address specific business challenges such as financial forecasting models, data integrity controls, and advanced reporting rather than simply adding to a list of theoretical patents. Without a clear roadmap that bridges strategic financial objectives with digital transformation, the contributions of such a large unit remain difficult to quantify.
Ouch! another blow to our company
https://www.fcc.gov/document/fcc-fines-att-57m-location-data-violations
How is it more efficient to have gone from using one tool.... Saleworks... to now using two tools DSA & Saleworks to track the same data? Also... the seperate data in DSA & Saleworks is less accurate or accessible than it was when it was solely in Saleworks. Make it make sense!!!!!!
Here are some new sheet ideas for those workbooks that guide leaderships decisions. I know that our country and our citizens welfare will not be factored in.