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Your Role in Driving Sustainable Growth Through Financial Discipline

Message from Sarah Bryant dated 9/4/202

Dear People Leaders,

For those of you who don’t know me, I joined two months ago as Executive Vice President, Finance, Telecom, and my team and I have been working across the organization as we look to strengthen our financial profile and help us to transform how we operate to ensure the long-term health and success of Optimum. It’s incredible to see the amazing work done to date by all of you and your teams and I’d like to share some enhancements to our fiscal discipline measures.

Embracing Financial Discipline with an Owner’s Mindset

First and foremost, I want to emphasize the importance of operating with an owner's mindset when it comes to financial stewardship. Every employee — regardless of role or level — must approach spending decisions as if each dollar were their own. This ownership mentality is fundamental to ensuring our company's long-term financial health and sustainable growth.

To this end, we are asking all leaders to be deliberate and prudent with our spending by proactively managing expenses. This includes an immediate pause on non-essential discretionary travel and entertainment (T&E) spending. I recognize that this is a delicate balance – it's critical that we continue to run the business, manage our business partners and vendors, and drive teammate performance. The goal isn't to stop spending entirely but to be thoughtful and judicious. Please critically evaluate T&E costs — including business travel, conferences, offsites, and client entertainment — to ensure they are directly tied to immediate business need or revenue generation. Where possible, please find alternative, cost-effective solutions or postpone less critical spending.

The pause of discretionary spending also applies to year-end events. We deeply value our employees' contributions and recognize the importance of year-end celebrations, and the ask is for leaders to find impactful ways to show appreciation and foster a positive and grateful environment for our dedicated teams in a prudent way. Check out the Recognition Toolkit in the Leader’s Zone on One, which includes meaningful approaches to employee recognition and celebrations to thank our teammates for their incredible contributions.

If you have a question regarding the T&E policy, events or other spend, please do not hesitate to reach out to your finance business partner for clarification.

Comprehensive Review of Spending Controls

To strengthen our financial governance and ensure we're positioned for long-term success, we will also be conducting a thorough review of our vendor invoice approval platforms and all PCard usage and related policies. This review will assess spending, strengthen controls, and implement procedures that uphold our fiscal responsibility. There will be additional communication regarding these changes in the next two weeks for those directly impacted.

Moving Forward with Purpose as ONE Optimum
These efforts support building a culture of financial stewardship that will serve us well in all economic conditions. Thank you for your attention and leadership. When every employee thinks like an owner, making prudent decisions about resource allocation, we create a more resilient, financially healthy and sustainable organization.

Sincerely,

Sarah Bryant
EVP, Finance, Telecom


Report Card

I have been reading all of the posts and can't believe how much everyone sees what is going on in the same way. After reading your posts and including my experiences, here is my report card for US Foods.

HR- The CHRO gets an F for making his team be unethical. I have gotten to know most of his team members through the years and I give them a B+.

Security- How could you select this man to be a security VP. He confessed to being inappropriate and lying. And he betrayed his company or agency or what ever and confessed to telling the media info he wasn't suppose to. And we hired him? Big F

Ops- Some are unethical but some are too flirty. But most are good. C.

Legal- I only know this group and Food Safety is good and so are the contracts people. B. The ethic & compliance is really poor, always has been.

Safety- What safety? D

Sales- We need more tools and we have some lazy people here. C

Workplace Violence - D-

Communications: A

Facilities- Things work and they fix it when there is a maintenance problem in the office. I don't go in much but things are always good and kept working. A

Travel and Events- No clue

Marketing: You all got it right. D-

Finance and Procurement: B

IT: Nothing ever works for a long time and it sc--ws us in sales: D-

Business & Crisis Continuity- They are new but very good and they help us and our customers during crazy times. A

Chefs- A

Transportation- If these are our delivery drivers A

Payroll and Benefits: The benefits and out of pocket are too expensive but they do a god job on our pay. C

Executives: I don't fault Mr. Flitman for hiring his son. He is trying to be a good father and there are many relatives here. I have a problem with our CHRO after some of the things I read here and what he made his team do. Despicable. And now he is leading the most despicable man in the company instead of firing him. So I will take the A- I was going to give and make it a C-.


Synopsys Officers/Directors Under Investigation for Securities Fraud

https://www.globenewswire.com/news-release/2025/09/10/3148183/0/en/johnson-fistel-investigates-synopsys-after-30-stock-drop.html

https://www.wtrf.com/business/press-releases/accesswire/1071796/potential-securities-fraud-levi-korsinsky-investigates-synopsys-inc-snps/


Five9 Sees Unusually Large Employee Options Volume

https://www.marketbeat.com/instant-alerts/five9-target-of-unusually-large-options-trading-nasdaqfivn-2025-09-10/

  • Five9 experienced an - exceptional - increase in options trading, with 8,504 call options purchased, marking a 2,115% rise from the average volume of 384 call options.
  • Insiders at Five9 sold a total of 60,781 shares over the last ninety days, representing a notable decrease in ownership for both a director and the CEO.

Safra at the White House

Everything really clicked for me this week watching Safra and other tech CEOs line up at the White House dinner, kissing the DJT ring. They’re thanking him profusely for flipping the script. The era of employees holding the power? Over.

When’s the last time you heard an Oracle leader talk about wellbeing, mental health, or diversity? The buzz words of the last 5 years. Those conversations have all but disappeared. The employer’s market is back — and with it, the return of treating employees as expendable.


The Confidential Employee Handbook

Mental games are highly encouraged across all facilities—because who doesn’t love a good game of corporate chess?

Employees who show off their stewardess skills in decency, manners, and hard work will be the first to get thrown under the bus when the going gets tough.

Only individuals with big egos, big trucks, and tiny pennies will be hired, promoted, and given extra perks, regardless of how long they've been around.

Pedigree is more important than actual skills. If you come from a GOOD family, you're set for a bright future here.

If you're the type who values morals, ethics, and honesty, be ready to be shown the door—or a vicious "firing squad", if you can back it up with solid evidence and/or science. If you're too smart for this place, academia is calling.

This is a hard, cold and relentless place of business. If you disagree, feel free to join a mission in a third world country and see how far that takes you.

Conscience extraction procedures will be fully covered by your health plan—no co-pays required.


The Ideal IBM Job

Post here your most incredulous example of executive position in IBM which has limited or no impact on IBM's growth trajectory yet somehow remains entrenched in IBM-Lore as a relevant and essential part of the machine. Examples can include those who are WFAWBO (work from anywhere but an office); those who have "robust team" of 5 direct reports (including their Admin) who they never meet; those who spend more time on LinkedIn than W3; and those who seal clap great leader style every time an SVP holds a meaningless 'oldies-but-goodies" townhall. Let the fun begin!


Synaptics Execs Sell RSU Stock Amid 29.4% Revenue Drop and Layoffs

Synaptics saw a 29.4% revenue decline in fiscal year 2024 compared to 2023, likely prompting layoffs that hurt employee morale. Meanwhile, execs continue to sell RSU stock, funded by stock buybacks, potentially eroding trust further. This raises questions about how many engineering jobs were cut to support these insider stock trades.


The trend of town halls

It’s quite obvious that the stank is being slowly pushed out of AT&T. If the company fired him, the the stock would tank.

At&t you put billions of dollars in a man that doesn’t understand basic supply and demand? Please see the reference the T-Mobile model. Stupid is, is what stupid does.


PK posted on IG

PK finally posted after her long vacation a picture of 1515 broadway with the moon man outside (current) on her IG stories.

I’m thinking why post that if you’re on your way out? Maybe an indicator she’s not on the way out?


Dell’s Uncertain Future: Executives Cash Out, Employees Burn Out

Over the past two years, Dell has fired more than 30,000 employees, with waves of layoffs continuing to hit the workforce. At the same time, top executives are frequently selling off their stock, raising concerns about confidence in the company’s direction.

Inside Dell, sweeping process changes are underway, but few employees know what the endgame looks like. The lack of transparency has created an atmosphere of fear and speculation, leaving morale at an all-time low.

Some employees are even speculating about the possibility of a voluntary separation program as an alternative to ongoing layoffs. While many doubt Dell will ever offer such an option, the fact that it’s widely hoped for underscores just how deep the uncertainty and anxiety run within the workforce.

Michael Dell himself has a reputation as a cut-throat businessman who prioritizes profits above all else. While that approach may appeal to investors in the short term, it raises questions about the company’s long-term stability and its commitment to its people.

As Dell continues to navigate this turbulent period, one thing is clear: uncertainty reigns, and the human cost is mounting.


IBM doing what GE Did

Alvind reminds me of Jack Welch. Acquire companies and pay way too much , then reduce headcount due to overpaying .

GE Went from making appliances to becoming a bloated financial services company then becoming a shell of its former self

Alvind is doing these acquisitions and the balance sheet is artificially pumped up

Investors don’t care about acquisitions, they want reduced headcount due count and they have their puppet Krabanaugh to do that so that S0B can get a bloated 100 million perk package


Nike unprepared for talent loss

https://www.financialexpress.com/business/investing-abroad-h-1b-visa-wage-based-selection-process-gets-a-green-signal-rollout-to-happen-in-august-3951253/

Beginning in March our contracting firms will begin losing their employees as H1b renewals fail, or Nike is forced to eat +25% salary increases.

Executives will naively think they can continue using the same person by sending the role overseas too, but our offshored teams have been underperforming (despite the rosy metrics they share to leadership). Only underdone by teams slapped together without care for colliding working hours and bedtimes.

Tighten your seatbelts. 2027 will be dumpster fire after dumpster fire.