#engineering

anyone get notified yet on if you’re getting a grade bump? assuming directors have either approved or are reviewing nominations

Layoffs in Platform Engineering? It’s been slow..

I work with contractors in engineering. Only one that I know of was told he is leaving because his time was almost up anyway. All the others were told they are staying. They are a different animal it seems while the rest of us are thrown to the wolves.

Roles span network engineering, customer service, retail operations, IT, and enterprise sales—skills highly transferable to other telecom, tech, and infrastructure firms.

The broader telecom job market in 2025 remains robust, fueled by 5G/6G expansions, fiber optic buildouts, and remote work demands, creating 3.8–4.6 million new jobs globally. U.S. telecom operators and vendors are hiring tens of thousands for network operations, field services, and support roles.

Companies Likely Hiring Verizon-Aligned Talent

Based on current 2025 job market trends, here are key companies actively recruiting for telecom-related positions. These firms value Verizon experience in areas like wireless infrastructure, customer support, and network management.

I’ve prioritized major players with open roles in engineering, sales, and operations, drawing from industry hiring data and job boards. Focus on updating your LinkedIn and resume to highlight transferable skills (e.g., 5G deployment, VoIP systems, or CRM tools) for faster applications.

AT&T

Largest U.S. telecom rival; aggressively expanding fiber and 5G networks, adding ~400,000 postpaid lines in Q3 2025. No major layoffs reported this year; hiring to offset retirements.

T-Mobile

Fast-growing carrier with 1M+ new lines in Q3 2025; focuses on affordable plans and 5G private networks. Actively recruits from competitors for enterprise and retail talent.

Comcast

Entering wireless aggressively via MVNOs; needs Verizon retail and broadband experts for store expansions and customer migration.

Charter/Spectrum

Recent $34.5B merger with Cox boosts hiring in cable-to-wireless transitions; targeting infrastructure roles amid store growth.

Crown Castle

Tower infrastructure giant; Verizon’s 5G partners often transition here for site acquisition and maintenance roles. High demand due to neutral-host 5G builds.

Ericsson

Global telecom equipment leader; hires for 5G/6G R&D and deployment. Verizon enterprise team cuts create direct pipeline.

Nokia

Similar to Ericsson; expanding U.S. private networks for ports/industry. Seeks ex-Verizon engineers for hardware/firmware roles.

Granite Telecom

Mid-sized provider of enterprise telecom solutions; partners with Verizon for resale. Hiring for growth in VoIP and cloud services.

TDS Telecom

Regional carrier focused on rural broadband; entry-to-mid-level hiring for field and sales, with strong benefits for ex-corporate roles.

Additional Tips for Landing a Role

• Timing: November–December hiring slows, but January 2026 ramps up. Apply now via LinkedIn (use “Open to Work” banner) and job sites like Indeed, ZipRecruiter, or Telecom-specific boards (e.g., FieldEngineer.com).

• Severance Leverage: Verizon’s packages include 60-day WARN notice, extended benefits, and outplacement services—use them for resume coaching and networking.

• Upskilling: Free resources like Coursera’s Google IT Support cert or CompTIA Network+ can bridge to high-demand areas like cybersecurity or AI in telecom.

• Networking: Join groups like “Telecom Professionals” on LinkedIn or Reddit’s r/telecom for insider leads. Former Verizon colleagues are already sharing opportunities in these spaces.

The gist I took away was we’re centralizing more engineering in the US, using tech centers more and only staffing manufacturing sites with under potential 30 types. I’d expect when the current batch of lower potential 26-29’s get told they’re stuck, the “redundancy” problem takes care of itself.

Heard the NRB is going to be hit off with the amount of excess engineers hanging around

Vz needs employees with engineering degree running the network and operations .
Any network related job should be run by an engineer with a valid Engineering degree.
Not Liberal arts, not poliical science not vetenrian not home science and not social science history or seimnary majors ! This can be attributed to the degradation of the network over the past 8 years
Change the skillsets at every level of leadership touching the network and you will see performance and customer satisfaction improve.

I was there, nearly 10 years ago, when they announced the campus redesign. All of the buildings were outdated and in disrepair. Ford announced a major campus design for it's product development campus: new parking buildings, new buildings, and renovations for every existing building.

Work began, everyone was excited. Then unexpectedly, Billy Ford announces that he had Ford buy a Train Station (ironic). Questions began as to what was going to happen with the campus redesign. We were assured it would still continue and it did; albeit scaled down. Instead of tearing down all of PDC, only some of it would be torn down and instead of a complete campus redesign only one new building (beside car parking lot) would be built on the campus.

Everyone waited patiently for the new PDC building to be built. And that's what we were calling it, the 'new PDC'. Then only a couple of weeks before the building was set to open up. Ford leadership decided that they liked the new building too much to allow it to be just another engineering building and that it would be their new headquarters.

What was wrong with the old World Headquarters? Nothing.

Ask yourself, why didn't they announced that it was going to be the new World Headquarters years ago when the construction first broke ground? Why wait until weeks before opening to announce that it will be the new headquarters?

FU product development, that's why.

Have fun remaining in PDC where the air conditioning doesn't always work. Shout-out to the IT support teams that had to work out of that Atrium. Hopefully they'll let you move into the new building and you won't be subjected to that humid stale air all day.

Most of the time is spent on creating CM tickets and getting R4 approval.
Its a royal pain the butt and frustrating the he-l out of engineers.
Its about delivery now going forward.

engineers safe, only overheads being axed.
what about remote?

News just reported Verizon upped it to 20,000 jobs loss, I’ve also heard internally 30k.

I have a question, is engineering sc--wed(SWE)? At one of the main locations, recently got promoted, and am a bit worried. In early career, hired as a college grad.

Is it just me, or does Truist really struggle with software engineering quality? There doesn’t seem to be any real focus on learning from past mistakes or improving with each release. The same problems keep happening again and again — it’s draining and inefficient. At other companies I’ve worked for, engineers were quick to learn, adapt, and build better systems over time. It’s frustrating to see such a lack of progress here. Honestly, “you get what you pay for” couldn’t ring truer.

Good luck all.

Someone who actually knows how to build products. Also replace engineering leaders. But it’s too late now. stock below $20.

How many years before they're not needed?

Anyone know how these job levels work and what to expect as a salary? I'm guessing Project managers have more visibility but as an engineer we have no oversight.

Would be good to see if someone can share the information.

• Tech layoffs in the Bay Area continue, with Hewlett Packard Enterprise, Hitachi Vantara, and Cepheid announcing new job cuts.
• HPE is cutting 52 positions in San Jose, mainly in cloud development, engineering, and product management, following a global plan to reduce 2,500 jobs.
• Hitachi Vantara will permanently eliminate 128 jobs in Santa Clara starting December 31, affecting software engineering, marketing, and customer support.
• Cepheid is reducing 34 positions in Santa Clara and Santa Cruz counties as COVID-19 test demand declines and operations move to Lodi.
• These cuts add to a growing list of tech layoffs in 2025, joining recent reductions from Amazon, Meta, Applied Materials, and Google.

  https://www.sfchronicle.com/tech/article/layoffs-hpe-hitachi-vantara-21140900.php

Mostly impacted middle management in marketing and engineering. However, some teams are entirely gone and being merged into different units. This has been going on in smaller batches throughout the year, but this is one of the first times leadership kind of addressed it. Coincided with Q3 earnings call, unsure whether c-suite discussed with investors.

Was chatting with some guys from another company, and this is the deal: Oracle is data-starved. It doesn't hoard any data. They're just a database/infra, not a data goldmine like Amazon, Meta, Google, Apple or LinkedIn.

Our engineering needs are simple: basic text analysis for infra. We aren't running anything complex. The algorithms are straightforward, and any future coding is so basic, it's easily handled by LLMs and junior employees.

You can get by with Oracle for now, but long-term? You've already lost the race.
Oracle doesn't need you anymore. And you shouldn't rely on Oracle anymore.

There were engineering, IT, MES, operations,and HR lay offs on Wednesday and Friday. In which horrible same people force work inventory . While it was happening management were eating steaks

I heard engineering is going through more cuts. Some staff were quietly let go this week and their last day is tomorrow. They were replaced with off-site contractors.

Anyone hear about this or other cuts in the organization?

Reddit Collins/RTX laying off all over the place different states. Whole engineering teams gone.

This is the easy cut, the next phase will be in tech. Target plans to outsource all of tech, engineering, and security, what does not get moved to India will be outsourced to a contract here in the US. So this is just the start, pretty much everyone in IT in MN will eventually loos their jobs.

Can be better, just saying

Anyone hear anything about tech or engineers being affected by the layoffs? We’ve essentially received no communication from our managers, directors, or VPs since the news came out

I saw a few roles open up there? Whats the story is there a reorg in the chemical plant and those are reorg jobs or are those really positions where they have a demand?

Any folks moved from EM to Chevron yet?

Does anyone know what areas are rumored to be impacted across the digital product, design, and engineering triad?

Continuous engineering cuts (yeah opex cuts) . But don't worry, the 'CPO office overhead is still comfortably expanding

It's been a long time since I've been in PDD (left long ago) but how are things going on after the "ReImagining" done years ago? Any designers/engineers specifically wish to share?

I’m not sure why the original post on this topic was taken down, but I’ve updated the content to align with TheLayoff.com’s posting guidelines. The information below is fact-based and summarized from publicly available corporate and tax principles. Hopefully this version allows for a constructive discussion around Chevron’s ENGINE setup in India and its possible business implications.

⸻

Summary of the Situation

Chevron has invested approximately $1 billion in its Engineering and Innovation Excellence Center (ENGINE) located in Bengaluru, India. While this expansion is intended to improve efficiency and global project collaboration, there may be long-term tax and compliance costs associated with how the operation is structured under Indian law.

The following sections outline general, factual information based on standard international taxation frameworks such as Permanent Establishment (PE) and Transfer Pricing — not internal Chevron data.

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1. Permanent Establishment (PE) and Tax Liability
   • If a foreign company establishes a fixed place of business in India (for example, an engineering or project office), Indian authorities may classify it as a Permanent Establishment (PE).
   • This triggers tax obligations on profits attributed to work performed in India, even if the project serves clients elsewhere.

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1. Profit Attribution
   • Under Indian law, part of a company’s global income can be taxed locally if significant value creation or management occurs in India.
   • For instance, if Australian or U.S. projects are executed by teams in India, India can claim a portion of those profits for taxation.

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1. Taxation of Foreign Subsidiaries
   • Corporate Tax: Subsidiaries or branches in India are taxed on income earned locally, typically around 22% (plus surcharge and cess).
   • Transfer Pricing: Intercompany transactions (e.g., management fees, subcontracting, asset transfers) must follow India’s arm’s-length pricing rules.
   • Withholding Tax: Payments from India to foreign parent entities (royalties, fees, or dividends) may face withholding taxes depending on applicable treaties.

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1. Cross-Border and Expat Implications
   • Projects Managed from India: Even if work supports projects in Australia or the U.S., India can still tax the related income if the work is performed domestically.
   • Foreign Expats in India: Employees from other countries working in India may be taxed under Indian income tax laws based on their residency status.

⸻

1. Estimated Financial Impact (Industry Benchmarks)

Benchmarking studies (e.g., from KPMG and EY) indicate potential cost impacts in several areas:
• Transfer Pricing Adjustments: 5–15% increase in taxable income due to stricter cost scrutiny (e.g., management fees, FX losses, share-based pay).
• Profit Attribution: 15–25% of global project profits could be attributed to India for high-value engineering or design work.
• Compliance Costs: Ongoing regulatory, IT, and operational costs may total $2M–$5M annually depending on scale.

Five-Year Projection (2025–2030):
• Transfer Pricing Adjustments: estimated at $10 million to $20 million per year, totaling $50 million to $100 million over five years.
• Profit Attribution Tax Impact: estimated at $15 million to $30 million per year, totaling $75 million to $150 million over five years.
• Compliance and Administrative Costs: estimated at $2 million to $5 million per year, totaling $10 million to $25 million over five years.
• Total Global Business Unit Cost: approximately $27 million to $55 million per year, or $135 million to $275 million over a five-year period across all Chevron business units utilizing the Indian center.

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1. Strategic Considerations

While India offers substantial cost and talent advantages, aggressive profit attribution and tax compliance requirements could partially offset those savings. This highlights a broader issue many multinationals face when expanding shared services or engineering hubs abroad.

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Sources:
• Indian Income Tax Act and Transfer Pricing Rules
• OECD Guidelines on Permanent Establishments
• Public benchmarking data from KPMG and EY

⸻

Would be interested to hear others’ perspectives on how these kinds of global engineering consolidations impact overall efficiency and cost management across Chevron’s business units.

Many will recall the shocking dismissal of Unity's entire Behavior team, and now, in yet another round, it has come to light that Ben Cloward, a respected and well-known figure in the community, is among those affected.

https://80.lv/articles/veteran-developer-ben-cloward-impacted-by-unity-layoffs

go.

Are there any technical people leaders anymore? Seems like they are focused on bringing in leaders that have no skill, but claim to be great coaches. We are in a death spiral and need technical leaders who can help solution, not leaders who want to focus on asking if you are done yet. And the new PLs who want to help you with career coaching? GTFO. I don't need career advice from someone who has just arrived on the scene when I've been here for years. I need a leader that can remove roadblocks. We are so lost.

Placing engineers—especially those expected to think deeply, design complex systems, and solve nuanced problems—in a call center-style environment is typically a recipe for reduced productivity, poor morale, and suboptimal work quality. Here's a breakdown of what you might expect:
🔇 1. Disruption of Deep Work
Engineering requires focus. Complex problem-solving, debugging, architecture decisions, and coding often need extended periods of uninterrupted concentration (aka “deep work”).
In a call center-like environment—loud, crowded, constant interruptions—engineers will struggle to reach that mental state.
Expect more errors, slower progress, and lower code quality.
😤 2. Morale and Retention Issues
Engineers typically value autonomy, mastery, and purpose.
A call center setup implies surveillance, noise, lack of control over the environment, and potentially even micromanagement.
Result? Burnout, disengagement, and eventually attrition. You may lose your best talent first.
🧠 3. Shallow Thinking Becomes the Norm
When you're in a reactive environment—like one focused on pings and constant chatter—people naturally start thinking short-term.
Instead of proactive design and long-term systems thinking, engineers will fall into reactive, band-aid solutions.
📉 4. Decline in Innovation
Innovation thrives in environments where people have space to experiment, reflect, and collaborate thoughtfully.
The call center model is built for throughput, not thoughtfulness.
Expect fewer new ideas, missed architectural risks, and weaker long-term planning.
🤝 5. Poor Collaboration
Ironically, while open or call center-style setups are often justified as “promoting collaboration,” in reality:
They often increase distractions rather than useful conversations.
Real collaboration requires intentional, focused communication, not random drive-by chats or overheard meetings.

🛠️ Putting engineers in a call center environment is like asking a concert pianist to practice in a food court. Sure, they might play something—but it won’t be their best work, and they probably won’t stick around.

I met a new SD at lunch this week who recently joined. The guy pulls no punches. Super smart I hope he won’t lose patience with this place. He isn’t afraid to say what all the engineers in the room are thinking that most SDs and VPs are too stupid to understand.

"When compared to Intel-based systems, it delivers up to 86x faster AI performance"…

I'm imagining the engineers responsible for running the tests finely tuning the test suite for days and days so they could get that number into the press release, lol. There's no way that's a coincidence and someone definitely advocated for that line being the way it is.

my friend in CCB says they are moving to DevOps model.. anyone heard of it ? How about CIB or AWM ?