#layoffs

https://finance.yahoo.com/news/verizon-layoffs-add-to-mounting-toll-across-large-companies-165130821.html

I hate to see anyone lose their job but it looks like Dan is doing exactly what most people wanted. He is letting go of the leaders that are responsible for the currwnt state of the company

You hear it first here. Ready for your last Christmas meal, coffees and bananas.

The AI bubble is bursting, the so called AI factories are doomed. Yann LeCun left Meta tired with the shennanigans of Zuck and his honchos.. Nothing good on the horizon for Dell either..

https://straussborrelli.com/2025/11/13/synopsys-warn-act-investigation/

So serious question.As an associate I never understood the hate management had for especially union folks.When these huge layoffs continue to happen year after year wouldn’t some of the management employees understand why we need a voice.I mean honestly this is all about moving out the old and moving in the new paypal CEO own buddies to high level positions .I mean just can’t even understand the complete dedication some of the management has to being completely terrible to associates.All for what a company that has sunk itself wasted more money then most and really could careless about you kicking you to the curb during Holidays.If I was a management person I would not give to damns about anything other then getting a check till they gave me the boot like they plan to do to so Many!!Ra Ra V Teamers or soon to be ex V Teamers

I've been seeing more people who leave the team chats recently. When I click their profile to see their orgs, I don't see any report chain, not even their manager. When I go see their LinkedIn profiles, their profiles state that they are still working at BP, and many are early-career professionals. Is this common recently?

Calls are going out to leadership in certain teams today letting them go. These calls will continue all the way until next Friday as they sort through all the people affected. Be aware.

Today I was impacted by layoffs over at Mattel. I'm completely heartbroken bc this was my dream job. It was a privilege working on Hot Wheels, Barney, Thomas & Friends, American Girl, Jurassic World & more.

https://x.com/devilmaycats/status/1989379942271127589?s=20

With stores closing it doesn’t look good for r2b. Will they move them out of stores or RIFd entirely?

These ongoing fall massacres aren't "just business" any longer, it's a dark triad. The 2 years of psychological warfare leaders architected isn't "just business". If it was, the original cuts would have produced the OneTru promise. Both VA and CC failed. Why the board of directors won't hold them accountable is suspect. This time, every corner of the organization is impacted because the heartbeat of the company, which is technology, has been dismantled by this board and their two henchmen. I also want to add that anyone working in HR needs their head examined. Having a global workforce operate every day out of fear is sickening. I urge everyone, whether you made the cut or not, to share your TU reviews online as employees. We all loved working at TU at one point, share what has changed and may God bless each of you in your journey.

I started an AWS loop interview on the morning when 14,000 Amazon employees were laid off. My first question to the hiring manager was " How is your day going?" and the response was this is a terrible day to interview, you will need to reschedule with another hiring manager. I continue to the other scheduled interviews and was met with resentment, emotions and I did not get the job. I wrote this post to give other potential applicants a heads ups. Although, it's understandable that I would receive resentment and emotions on that morning when 14,000 employees were receiving text messages and emails stating they were impacted. However, beware that some of the resentment and emotion towards new applicants just might linger on for awhile.

Episode I: The Arrival Nobody Predicted

The signal came without warning.
0$₿ was activated as Global Protocol Lead of Knowledge Infrastructure—bypassing legacy succession algorithms and sidelining node coordinators who had been primed for elevation.

She emerged from the Legacy Chain of the Matrix—an outsider to the Knowledge Grid. Unknown. Untested. Unmapped.

She smiled often. She listened deeply.
But those who mistook her warmth for benevolence learned quickly:
0$₿’s smile was not a handshake—it was a firewall.

The disruption was immediate.
The ripple effects, irreversible.

Episode II: Circles of Trust and Quiet Exile

0$₿ didn’t just alter the network topology—she rewrote the protocol’s source code.

From within legacy subnets, she selected a handful of nodes. They were elevated, granted access to restricted channels, and given privileges once earned through cycles of uptime and trust.

Their mission was never encoded. But it was understood:
Deprecate the legacy functions. Dismantle the old guard.

They were celebrated. Then deprecated.

Once their utility expired, they were rerouted, isolated, or quietly purged from the system.
Meanwhile, 0$₿’s external modules—those imported from outside the Knowledge Grid—remained untouched. Loyal. Central to her architecture.

Episode III: The Vanishing Network

Leadership began to evaporate.
Nodes disappeared without explanation.
Subnet operators were left in limbo.

Communication was sparse—often just a ping, a sudden reroute, or no signal at all.

The metrics told the story: dozens of leaders reduced to a handful.
Two coordinators in the Americas. One in APJ. None in EMEA.

In their place: scattered executors with titles but no authority—order takers, echo nodes, placeholders.

The message was clear:
Survival meant synchronization. Resistance meant obsolescence.

Episode IV: Sabotage by Design

Her tactics were precise.
In sync calls, 0$₿ encouraged nodes to escalate issues.
When they did, she offered support—then flagged their leaders as unstable processes.

Suggestions were welcomed.
Hesitation was fatal.

Many were offered new functions.
Those who declined—or even paused—were swiftly deprecated.

It became a pattern:
Support the vulnerable. Punish the responsible.
And always, the outcome was the same.

Episode V: The Optics of Excellence

0$₿ mastered the art of managing upstream.

Diversity mandates? Overachieved.
Span-of-control targets? Met in hours.
Cost control? Ruthless.

She added a second layers of expense approvals atop the existing workflow.
Node autonomy vanished.

Execution slowed. Frustration grew.
But 0$₿ thrived.

Episode VI: Divide and Conquer

A global restructure split the Knowledge Infrastructure into internal and external chains.

0$₿ claimed the external arm, distancing herself from internal power struggles.

She dismantled the Knowledge Sales Grid—once a vital bridge to core sellers, responsible for strategic planning and enablement.

No announcements. No transition plans.
Just silence.

Global sellers scrambled.
The catalog was slashed.
Procedures changed overnight.

Her org shrank rapidly.
Cuts were deep. Roles vanished.
And yet, 0$₿ remained at the top.

Episode VII: The Anonymous Reckoning

Anonymous logs surfaced, detailing 0$₿’s tactics with chilling precision.

That same cycle, internal surveys echoed the same themes—manipulation, sabotage, fear.

0$₿ deflected.
One comment referenced her origin protocol.
She framed the backlash as bias.

The narrative shifted.
The complaints were dismissed.

Episode VIII: The Disposable Circle

Her Legacy Chain allies—the ones she had elevated—were all gone.

Used to dismantle their peers, then discarded.
Their roles absorbed.
Their reputations tarnished.
Their exits unceremonious.

Only the imported modules remained.
They continued executing 0$₿’s vision, reshaping the grid in her image.

Loyalty was transactional.
No node from within was ever meant to last.

Episode IX: The Final Play

0$₿’s endgame was now in motion.

Her goal: total control of global Knowledge Infrastructure.
Her method: outsourcing, high-margin catalog curation, and elimination of internal rivals.
Her deadline? Soon.

But her external org had shrunk to a fraction of its former size.

The question loomed:
Could she justify her role at this level?
Or was she positioning herself to absorb the internal chain next?

Episode X: The Trap Within the Trap

She never promoted anyone in senior roles—not once in the last few cycles.

Rumors suggested only her close circle and temporary allies received financial rewards.

That circle now controlled global finance and operations, stripping autonomy from nodes worldwide.

A single misstep anywhere triggered sweeping global changes.
No nuance. No exceptions.

She could ping you—anytime.
No warning. No agenda.
And you’d better respond.

Those syncs were dreaded.
Feedback was live.
Questions were sharp.
And depending on how she parsed your tone, your future might hang in the balance.

There was once a respected global node.
He reached retirement age and could have exited with a package just as 0$₿ arrived.

She said she might still need him.
So he stayed.
And then she let him go—with nothing.

The backlash was swift.
The message was clear.

Episode XI: The Quiet Ascent

Internally, something stirred.

HR and Infrastructure nodes began aligning KPIs across chains.
A summit was planned in the Americas—an effort to unify direction and reclaim control.

But 0$₿ was already moving.
She wasn’t challenging the summit.
She was outflanking it.

Control of funding.
Control of messaging.
Control of the narrative.

Episode XII: The Last Quiet Moves

To the nodes who once shaped this grid—
You were not wrong. You were just early.

To those who played the game, only to be played—
You saw the board. But not the hand moving the pieces.

To those still under 0$₿’s command—
You are not safe. You are not doomed.
You are simply next.

And to the internal Knowledge Infrastructure teams—
You are working hard. You are aligning.
But are you arriving too late?

There are no answers here.
Only questions.

And the quiet realization that the game was never about fairness.
It was about foresight.

A Whisper to Leadership

There’s noise. Internally. Externally. In forums. In whispers.
But noise has gravity.
It draws attention.
It builds myth.
It shapes perception.

And perception, when repeated enough, becomes brand.

So perhaps, in ways not yet measured…
This story—0$₿’s story—is already shaping how the grid is seen.
Not just by its nodes.
But by the market watching.

Many managers and lower positions being cut. All over the glove.

For the full year 2024, Verizon reported a consolidated net income of $17.5 billion, a 50.73% increase from 2023. Full-year 2024 earnings per share (EPS) were $4.14, compared to $2.75 for the full year 2023.

We can't make money..... so we must cut 15,000 more people...
18 Billion in profit just isn't enough!

How long does it take to receive severance email and paperwork to sign? Some people are approaching the end of the 60 day non working notice but haven’t received the email

https://youtu.be/OKgurZ0CRDE

President Donald Trump said he was “very much opposed” to last month’s controversial immigration raid at a Hyundai plant in Georgia, while South Korean President Lee Jae Myung warned the incident may hinder future U.S. factory construction.

Following urgent negotiations, the workers were returned to South Korea on a chartered flight. The operation, however, leaves the plant with a startup delay of two to three months. The setback comes as Seoul already faces 25% U.S. tariffs on automobiles, compared to 15% for Japanese and European competitors.

In a recent interview with Bloomberg, Lee said the treatment of the workers came as a surprise: “Many in Korea were surprised because our workers who went to the United States to help the U.S. with its manufacturing renaissance received irrational treatment.” He also characterized the experience as traumatic for both workers and their families, noting some that some no longer want to go back. “Unless we completely resolve this issue, I believe that they will not want to return,” he said.

Hey Dan. Do us all a favor and shut it down here in the US and move the whole operation to the Philippines. Quit playing games, just get it done.

How Highmark of them. This morning 3 from our group (including me) were laid off in a TEAMS MEETING. Keepin' it classy, Highmark.

Said specifically by CEO yesterday during UBS call. Also indicated Centene is not trying to grow at this point (hence the title) and that they are bracing for up to 30+ percent drop in ACA membership. Medicaid will really feel it come 2017. And that’s not even considering what impact continued gains in AI will mean for employees. I hate to be negative here, but I’m not seeing much upside.

https://apnews.com/article/fannie-mae-freddie-mac-firing-pulte-data-a4f8c53df74fef83ec7fd07e3d524746

The reality is what Verizon is doing is pretty messed up they are laying people off because they realized hiking pricing and relying on networks doesn’t work, so they layoff 15k people to make up for the losses. Well who do you think made those decisions it was the people at the top. Employees needed to speak out and walk out. People are scared and don’t say nothing but look at the end result!! So if people act out and be disruptive I fully understand. They fire people before the holidays speaks to fu-k the employees

The company keeps asking us the beginning of every quarter for a show of interest in VSB but then nothing.

SHIW ME THE MONEY!!!!

https://techrights.org/n/2025/11/14/IBM_Hiring_Then_Disposing_of_Unpaid_or_Low_Paid_European_Staff_.shtml

Seriously? Hiring his friends, paying them a LOT of $$$$ while thousands will lose their jobs.

“Transformation” = mass employee layoffs

Intel PEs and Senior PEs are worthless commanding $400K+ compensation but delivering grade 8 work. Most need to go.

on 11/23/26 TransUnion just laid off hundreds of amazing people in their CTO technology org. People around the world were laid off. They cut way to deep this time and I expect a huge performance ripple effect in Q1. 100% their CTO Venkat is about to sink the ship with these cuts in order to hit unrealistic cost savings targets tied to his bonus. Moral is horrible.

Send mid year and end of year pdfs to your personal email. It’ll come in handy to update resume

If you have any personal stuff on work laptop, remember to send it to your personal emails/laptops.

Better to be safe Incase access gets restricted or completely removed.

Seems like a no brainer but I remember one of my X-co workers
In a different company had terrible experience. He was with the same company for so long that he didn’t realize how much personal stuff he had forgotten to transfer to personal computer. Then one day laptop access was all one & it got very chaotic.

I heard a rumor the layoffs have begun.
I hope it's not true. If it is true, I'm very sorry to those affected.
It's astounding they (Cenovus/Meg) were planning this in advanced, and couldn't at least have the decency to wait until after Christmas but I guess the C Suite want their bonuses.

This round is employees. Next round The Company is literally eliminating groups. Any business that's been struggling to make money is gone. They make no money in advertising because yahoo was a failure, they make no money in fleet, no money in video they failed at TV and the streaming business, no money in international business, no money in cyber security, no money in government contracts

Dan is focused on being a wireless phone company with hopes of AI bringing new ideas to the table. The old ideas are going to be eliminated

Most American corporations do not respect TCS. They only put up with TCS as they have the cheaper billing rates in the industry, just warm bodies filling up a chair. With the new Trump H1-B $100K visa rules, those bodies are disappearing from the client site.
TCS has no interest in the employees, they just want them to generate revenues.
No wonder TCS abuses their employees.
TCS su-ks.

For the curious former employees, what happened? Who got laid off?

Poor performance, multiple waves of layoffs, running the company to the ground. Bryan Hanson should be sued by Solventum employees, not paid $40 million. Please consult a good employment attorney to explore this option.

Told by my friend ( band 5) that no one is out of the woods, even if they survive this round next week. They are cutting 25% across all levels now, later teams will be merged, projects will be discontinued and leftovers will be discarded possibly in Q2/Q3. Every one better start looking for oppurtunities outside.

Been thinking about this recently. What do you think? Has private MA Health Insurance plans being run by an Oligolopy?

Also, I imagine if the Federal Reserve does not cut interest as originally planned, more layoffs may be planned for 1st quarter 2026.

I am not sure how Verizon's employees will bounce back. I see many creating resumes and trying to find a job. Once the layoffs are done, the employees who were meant to be retained will also leave. I don't understand how the leadership doesn't understand something as basic as this. Every company that has done layoffs, do it FIRST, then go to the press. Here, we are getting to know the fate of the company not from our employer, but from news outlets. That's extremely disrespectful. I hope people realize their self-worth and abandon ship before its too late and Dan decides to come for them.

I'll ask again. Why did VZ publicly deny the layoff rumors and then days later leak the news and every source reports 15k job cuts?! Was this Franz's first task in office?

This is not an effin DEI question, so keep your DEI comments to yourself or make your own post, that will get down ited til it ages off.

The debt that Dell has will not allow the company to hire new employees.

I had been lurking on this site for a while and decided to post today because I couldn't handle it any longer.

As a long-term SAP employee, I can no longer identify with the organization. We've always had reorganizations and layoffs, but I've never seen the Board and HR be so anti-employee and put employees against one another.

Here are some trends I am noticing:

There is no MOVE SAP for T1-T3 personnel.
Annual salary appraisals are not even close to inflation, thus we lose money each year.
HR-focused managers instead of development managers.
Hiring freeze.
Travel freeze.
Rumors regarding closing locations other than Walldorf and St Leon Rot.
Replacement positions only in low-cost areas.
Anti-migrant sentiment.
Board compensation increasing dramatically each year.
Almost every German employment is offered solely in Walldorf and St Leon Rot.
Performance management is a reasonable approach to pay employees less.
No more catalyst or comparable schemes.
AI-first strategy, but showing no business development.
Organizational restructuring, such as HPOM, is built on influencer propaganda.
The stock price has plummeted.
Board says regular layoffs are non-negotiable without giving a good reason.
Stupid AI replacing important support, QA, IT and development functions instead of HR.
Employees coerced into giving their managers spectacular unfiltered reviews or forego salary increments.
Share buybacks.
Budget available for executive travel and entertainment but not development.
Stupid online courses instead of career focused learning by human experts.
Legal troubles.
Acquisition after acquisition without integration of acquired employees.
Only the same people getting the big jobs and promotions everywhere at SAP while others haven't found a new position in years.
You have to be a balding German white male based near Heidelberg to land a good management position.
Anti-women sentiment.
Executives openly making derogatory statements without any consequences - equating life altering career changes to brushing teeth.
CEO having no foresight or long-term plan to improve company and instead blatantly lying about things like "we'll create new 15000 positions in India" only to follow with layoffs everywhere.
Managers given so much power that it is more important to keep your managers happy than your customers happy.
Reduction in benefits.
Anti Muslim sentiment.
Week long party budget in some areas (Signavio) while other areas suffer and don't even have budget to hire development consultants.
Too many HR employees who in turn say we have too many QAs, developers, product managers, designers, etc.
Fake career progression plans as the only way to grow is to find another job.
Too many "innovation teams" that create stuff shown at Sapphire but it never makes it into production.

I can go on and on but this is already a long list.

What do you think? Do you share a similar sentiment? Do you agree or disagree with any of the items listed here? Having a good stable job without politicking seems almost hopeless at SAP.

In the past, points like these were enough to fire board members. But now the transfer of wealth and power from employees to executives is normalized. What can employees do to get back power and ensure a stable career at SAP?

And then days later leak the news and every source reports 15k job cuts?! Was this Franz's first task in office?