#growth

Who else started following her on TikTok after the mention during the Enterprise Town Hall? I'm loving this employee-generated content and it will be really interesting to see what kind of sales impact she will have. The growth in number of followers and all the enthusiasm for Staples in her post comments is exciting to witness.

What are your thoughts on our partnership with NVDIA? does this have a potential to put is in a position where we finally get some growth. Honestly , I think the most of our problems stem from the fact that our growth is su-ky and maybe we can catch some of this ai pixie dust to help with that...

thoughts?????

So Anderson says AIG is ready to grow... Are we going to buy other companies or what? I wonder if they will finally manage to create a working IT infrastructure with AI that actually helps people and doesn't drag them down

Don't dismiss why Jana Partners is taking a position.

1. Speed - let's be honest, Fiserv has become a slow company from a client view.
2. Growth - you can't cut your way to prosperity, growth requires prioritization, focus and execution. Sadly every thing at Fiserv is a priority therefore nothing is. Best example is Toast - unheard of five years ago, today completely pushed Clover out of restaurants.
3. Too much expensive management who seems themselves as the center of the universe vs the inverter pyramid where the people who do the work are at the top of the pyramid.
4. Arrogance - you can't treat investor, clients and employees the way you are and think all will be well.

Any good acquisitions being looked at for growth in sales and gathering new innovations? For the right price Solventum could be a good value.

From under $12.8 upto $13.4 today just under 5% in a day. You won't get that in a bank account.

Under $13 is good.

Will Ayman have a plan to switch the company from cost-cutting back to growing revenue? Are customers actually paying extra for the new AI features, or are they just free add-ons to keep people from leaving?

I don’t see a way to break out of our current low-growth holding pattern. Thus the only future is for all divisions to eventually be acquired. Does anyone else see it differently?

With year after of failure to grow they should be pipped. Unfortunately HR and the Renumeration Committee are all in the deal to look after each other. Raul is doing 3 other jobs and the other Execs are Flying around globe with no intention of any growth. How is this possible?

We are going to blow past earnings and guide higher for the next quarter. It's up up and away from here for OT

Up 16% since the earnings dropped. Silly haters.

At this point everything they do is just laughable. They have budget to expand the leadership team but no funds for the people actually doing the operation work. We now have a ‘growth officer’, what’s next, a Head of extra growth?

I've over doubled my net worth in the past year while working at Xerox.

I'm not here to boast. I'm simply here to say that, despite job instability, you can set goals, improve your life, and grow your finances.

My salary is modest.

Attitude + Aptitude largely sets our Altitude. Toss in Focus and Perseverance and you have the formula for surviving a layoff and prospering well beyond it.

If I can do it on my salary, anyone can. What Steve does or doesn't do doesn't affect me anymore - and, frankly, I couldn't care less. I took from him his power to hurt me.

Anyway, I pray that everyone here has an awesome year. Let's nail our 2026 goals while Xerox sinks.

Progressive recently released its Dec 2025 earnings and they continue to put the smackdown on SF!

Progressive gained est. 352,000 autos in December, SF lost 15,000 vehicles in December

Progressive grew by an estimated 5,447,000 vehicles in 2025, SF grew only an estimated 536k last year

How on earth does Bandy have the cahoonahs to classify the Lexmark revenue as ‘growth’ when reporting the results - is there not something in the SEC rules that stops this.

In Xerox they have classifications for two types of revenue : N&A ( New & Add ) and E&R ( Extend and Renew ).

Take the example of today’s earnings call, a certain UK grocer customer is called out as a great success for ‘New’ business for MPS and Print Room, plus GI in the print space.

However, this grocer was the largest UK customer by revenue until they cancelled the contract last year ( had the contract since mid 2000’s ).

So HOW is the ‘NEW’ business ?

The world has gone simple. Most reporting I have seen today is bought in to the revenue growth narrative. Q4 25 LEX in, Q4 24 LEX out. That is not growth. XRX stand alone has a 9% revenue decline. Would love to see the LEX YOY amounts. We live in a world of twisted truth.

I believe that the SAP stock will only rebound when Julia White returns as CMO.

This shake up may require more re-trends to return to SAP in order to right the ship.

Employment strength is a key factor for the 2026 housing market. Zonda identified top employment markets to watch for 2026. These markets show strong employment growth and capital investment. Charleston, Columbus, and Raleigh are among the top markets. These areas are expected to have strong future housing demand.

https://www.bellinghamherald.com/news/business/article314486190.html

I've heard that earnings and growth will surprise to the upside next week

Anyone else hear this ?

That single digit growth can’t sustain anything and you know it. So bids on when’s the next round!

It has been indicated, here, that upper management is responsible for a lack of growth caused by a lack of vision and innovation. Further, this lack of growth coupled with inflation causes reductions in the workforce (i.e., packages, attrition, and layoffs).

Blaming upper management for this situation is disingenuous. Any person at the company could have innovated on their own and brought about a different outcome. Management facilitated this possibility by providing Innovation Day for creatives to demonstrate their genius. The lack of effect implies little about management and speaks more to the dire lack of contributor capabilities.

It could have been a different world.

Lake mary is no longer being looked at for growth opportunities. Pittsburgh isnt safe either. Definite issues there. Texas is the new location being pushed thanks to BNYs newly obtained ex GS employees. Theres nothing like trying to turn your new employer into the old employer you ran away from.

Interesting choice of photos for the HR email. Five employees shown in four separate photos. All very diverse. So proud to be a part of such a diverse company that is so focused on DEI!

https://www.costar.com/article/1974163364/san-francisco-employment-growth-has-yet-to-turn-positive-despite-a-drop-in-layoffs

Oracle was focusing on being a stable firm. But most of responsibilities where around Oracle concepts like basic Java, Java EE and some opensource areas without much depth in technology or anything.
It doesn't shape the employees with challenges. It doesn't offer you a career trajectory. Doesn't makes you un-fireable (always keep you in fear). Your market value stagnates over years with 2% to 0% hikes.
It has made employees obsolete as the company is pivoting to different area.

How will the company look in two years, OT is still hiring lots all around the world at the moment

If the company was going to get smaller or fail then they wouldn't be hiring

So can we assume that we will get a bonus this year since the company has money to tear down and Build a brand new campus??

Seems like a lot of new in store Starbucks have been popping up (non kiosk). Is the goal to roll this out to most of the renovation stores that don't currently have a Starbucks in their mall? The Starbucks in my mall left during the pandemic so this would be very good for Macy's foot traffic

Many of their operations are ancient , but long since payed for . Al lot their growth is coming from crispi minis , which are chips .

https://www.asugsvsummit.com/video/the-magic-of-thinking-big-reaching-edtechs-massive-market-cap-potential-with-chip-paucek

Recent layoffs have impacted the workforce, yet Oregon forecasts steady economic growth and a 6% increase in jobs over the next decade.

Perhaps investors should look at one metric for the future growth of Croda, customer satisfaction. By the looks of the company’s news releases it has been since June 2022 that Croda has been awarded anything from a customer. In the June 2022 instance it was for sustainability efforts. It would be interesting to learn the last time they were even nominated for supplier of the year or similar by any of their customers. Customers do find alternatives, they do shut access to development programs, and don’t care if it’s the smartest science.

Verizon Strategic Growth Analysis: Competing for the Top Line
Note

This document analyzes Verizon's position relative to T-Mobile and AT&T as of late 2024/early 2025, focusing on strategies to improve top-line revenue.

Executive Summary
Verizon faces a bifurcated challenge: defending its premium user base against T-Mobile's aggressive value-plus-performance attacks while igniting new growth engines to match AT&T's fiber momentum. To improve the top line, Verizon must pivot from being a "utility" provider to a "platform" provider, leveraging its massive 5G Ultra Wideband investment for high-ARPU services in both consumer (FWA, Bundles) and enterprise (Private 5G, MEC) segments.

1. Competitor Landscape: The "Big Three" Dynamics
   Feature Verizon (The Premium Defender) T-Mobile (The Growth Engine) AT&T (The Balanced Builder)
   Primary Strength Network reliability brand equity, massive B2B base. "Un-carrier" value proposition, 5G mid-band spectrum lead. Fiber footprint + Mobility cross-selling.
   Top-Line Strategy Yield over Volume. Focus on ARPA (Account Revenue Per Account) via "myPlan" upsells and perks. Strong FWA push. Volume + Value. Aggressive net adds (Postpaid), attacking rural markets, and entering fiber via JVs. Convergence. Bundling Fiber + Wireless to reduce churn and boost LTV (Lifetime Value).
   Weakness Consumer postpaid net adds have historically lagged. Perception of "expensive". Lack of owned fiber assets (relying on partnerships/acquisitions like Lumos/Metronet). Debt load remains a factor; legacy wireline decline.
2. Strategic Pillars for Top-Line Growth
   A. Consumer Wireless: The "myPlan" Average Revenue Per Account (ARPA) Lever
   Verizon cannot win a price war with T-Mobile. It must win on value density.

Strategy: Aggressively migrate base to "myPlan" tiers. By decoupling perks (Disney+, Apple One, Walmart+) from the base rate, Verizon turns low-margin "freebies" into a recurring revenue marketplace.
Action:
Increase "perk" penetration to drive ARPA up by $2-3/mo per user.
Target the "Switcher Pool" with premium device on us offers only on the highest tier plans (Unlimited Ultimate).
B. Broadband: FWA as the "Gatekeeper"
Fixed Wireless Access (FWA) is Verizon's fastest-growing segment. It is the key to winning households where Fios doesn't exist.

Strategy: Position 5G Home Internet not just as a "cheap" alternative, but as a "smart home" hub.
Action:
Bundle Deeply: Offer significant discounts for FWA + Mobile subscribers to lock in the household (churn reduction = sustained top line).
SMB Expansion: Aggressively market FWA Business Internet to small businesses currently stuck on expensive cable legacies.
C. Enterprise (B2B): Private 5G & MEC Focus
Verizon historically owns the Fortune 500 relationship. This is the biggest differentiator against T-Mobile.

Strategy: Move beyond connectivity to managed industry solutions.
Action:
Private Networks: Scale "Network in a Box" solutions for logistics, manufacturing, and stadiums.
MEC (Mobile Edge Compute): Monetize low latency. Collaborate with AWS/Azure to sell "cloud at the edge" for real-time AI inference (e.g., computer vision in factories).
Public Safety: Compete with AT&T's FirstNet by leveraging Frontline's superior mmWave capacity in dense urban centers.
D. Innovation: The API Economy
The industry is moving toward "Programmable Networks" (GSMA Open Gateway).

Strategy: Monetize the network ITself via APIs.
Action:
Sell "Quality on Demand" (QoD) APIs to broadcasters, drone operators, and gaming companies who will pay a premium for guaranteed throughput/latency slices.
Implement "Silent Authentication" APIs to banks for fraud prevention (replacing SMS 2FA), creating a high-margin B2B2C revenue stream.

1. Summary of Recommendations
   Stop chasing empty calorie net adds; focus on High Value adds who take phones + watches + home internet.
   Accelerate the "Platform" narrative: You aren't just selling data; you are selling the ability to run real-time AI at the edge.
   Defend the Enterprise Moat: Use Private 5G to make Verizon indispensable to industrial operations, locking out T-Mobile.

Consolidate all production under the Asia region and aligning reporting into a single Manufacturing hierarchy could improve speed, clarity, and execution.

Follow up from my post yesterday. Today my team was destroyed, as were many.

Years of building, growth, and success right down the drain. Top performing reps sent to unemployment right before Christmas. Meanwhile, mo--ns and failures keep their jobs. It's not about layoffs, it's about making horrible decisions and then executing poorly on those decisions.

This company has become an utter disappointment. We immediately bankrupted our culture, integrity, and brand as soon as we win the war. T-Mobile is showing their true colors, and it's as disgusting as it is disappointing.

We hear the new CEO from his Dec 5th call but what’s next on the roadmap? When in the timeframe that Verizon will again see growth after the Nov 2025 mass layoff? Is Dan really the CEO that can accelerate the change? I wonder.

Check-out #2 on the list. . .

https://time.com/7333715/best-companies-future-leaders-2026/

We all get it that NGL is a major growth area, but the associated gas is not a focus considering that we are selling off natural gas pipelines. When are we going to acknowledge that the Colorado assets are way too capital intensive to maintain. DCP d-mbly lead the short term build out in CO but ignored the consequences of the ever present air regulations.

Everyone else is in a hiring freeze but the engineering group in Rancho Bernardo is seriously picking up with more than 22+ open positions open. Everyone keeps dooming on this place but I only see growth