#layoffs

I’ve heard 10% cut across the board on this site. Is that true or will some departments get hit more than others?

Any updates on freewheel layoffs? which teams/departments have been impacted?

With all the complaints on here about layoffs, reorganizations, morale, management and uncertainty, why are so many long-time employees still there? If another company offered you the exact same pay tomorrow, would you leave?

Is there more impending doom (layoffs) in the coming weeks? Of course it’s always on the horizon, but anything concrete like this most recent one. I know Frank’s favorite gift was a holiday cut to repay us for all of our hard work throughout the year, so I wonder if Takis plans to keep that tradition going.

does anyone else feel is all fake happy? i do not trust anyone anymore

I was let go Jan 2025. How is the GCO now? Is it a lot better than it was before??

"As of the third quarter of 2026, Enbridge Inc. has a total debt of approximately CA$112.2 billion."
"Investors remain cautious over Enbridge's (TSX:ENB) elevated debt load,"
now what E?
how do you plan on reducing E'S debt???
layoffs?
lots of layoffs?

My warn notice ends later this week. I plan on filing for unemployment right after my official end date which is around the 16th. For those that have been laid off by Citi, were you able to get unemployment right away or did you have to wait for the severance period to end? I know they pay us a lump sum but I understand it depends upon how it is documented.

Winner gets a commemorative 8086 CPU.

This board's default setting is to treat SM, SA, and the rest of the ELT like a punchline. I'm not joining that chorus.

I think well of this leadership team because of what they actually reported and decided, not because I claim to know their motives. Non-GAAP EPS came in at $0.70 and beat the Street. Public cloud ARR reached $700 million, up 11%. Adjusted free cash flow was $96 million. They raised the full-year EPS outlook and reaffirmed the ARR and adjusted free cash flow ranges. They've also been putting real investment into AI, including the products and capabilities they just highlighted with the quarter. That's the record. It's why I respect the job they're doing.

On the question this forum never gets tired of asking: my view is that further layoffs are unlikely, but possible; I have no inside information. That is not a forecast I can verify, not a guarantee, and not proof that anyone's job is safe. Earnings don't certify headcount. If there's an official announcement, that will speak for itself. Until then, I'm going to judge the people running the company by the results they put on paper, not by the next date someone invents in a comment.

Are the leaders behind the FIFA going to be held accountable?

Program was such a waste of money. But it sure looked nice on their linked in posts.

Anyone know anything about Plano and WFH this next week? Apparently purchase got a wfh notice?

Anyone can confirm that when impacted, you remain on payroll 60 days and then two weeks per year for severance? Seeming like things have changed over recent years, looking for confirmation since seems like these layoff rounds will be the norm for a while.

There are none this year , confirmed

Anyone heard any news?

My LM had said he had seen 10-12% cuts per year over the next few years or so. I've heard the ultimate goal is 50% cost savings by 2030, so I'm sure more offshoring or cuts leaving those left behind with 50% more workload.

Man, that recent CPM round in CCPG was basically just a "loyalty layoff." People who actually ki-led it and teams handling critical stuff for Intel got canned anyway. Meanwhile, all these useless, dead-weight CVPs, VPs, and Directors are just hanging on to collect their RSUs and APB bonus checks.

Intel’s seriously on life support right now. Honestly, if you get a severance package, just take it and walk. Word is the next wave in January is going to be performance-based, where they’ll slap "Below Expectations" on 20% of the team so they can kick them out with zero severance.

And you already know all the old-timers will still be clinging to their seats like glue.

Do managers know when the next layoff will be and who will be impacted ?

Pace. How big will it be? $300m accrual buys a lot of severance. 1500 to 2000 heads? Where? Across the board? What does pace mean anyways? People arbitrage cease employment?

This past week, I had two more big accounts that are no longer renewing and I cant blame them. I know one of them really well as I have been working with them for almost a decade and they basically came out and said they no longer have any confidence in our company to support itself or exist for very long. It feels like even the customers are anticipating this place to implode soon. I agree with what was said on another post that soon there wont be anything left of this place to payout to people that are being laid off.

Seeing multiple posts of “last day at T-Mobile”. Which org was impacted last week?

Does any1 know if b2b sam is going to be let go? I hear most of the ticket teams are being let go.

Another quarter. Another victory lap. Another round of Atlassian executives congratulating themselves on their spectacular financial performance.
Revenue growth! AI! Record numbers! What an incredible time to be an Atlassian!
Unless, of course, you're one of the 1,600 employees shown the door in March.
Eight months later, severance has run out, and many former Atlassians are still unemployed.
But hey, how about that Williams Racing sponsorship? And congratulations to everyone enjoying Sales Club in Costa Rica! Nothing says "Build with heart and balance" quite like celebrating in paradise while former colleagues struggle to find work.
Meanwhile, Canva just announced a restructuring affecting more than 1,200 employees, and Microsoft is offering voluntary buyouts to 60,000 workers.
Apparently, the hottest trend in Big Tech isn't AI. It's figuring out how many humans you can eliminate while celebrating record performance.
And here's something current Atlassians might want to consider.
If strong financial results didn't protect 1,600 employees in 2026, what makes anyone think 2027 will be different?
Another restructuring? Another strategic realignment? Another AI-driven efficiency initiative?
Nobody knows what's coming. But one thing should be painfully obvious by now: You're only indispensable until a spreadsheet says otherwise.
Remember "Open company, no bullsh-t" and "Build with heart and balance"?
Perhaps Atlassian needs a new corporate value:
Celebrate the numbers. Forget the people.
So enjoy those quarterly earnings celebrations. Enjoy Formula 1. Enjoy Costa Rica.
Just remember that the people laid off in March probably thought they were safe, too.
1,600 in 2026. How many in 2027?
Because apparently, at Atlassian, everyone is a team player.
Until they're an expense.

THE BIG PICTURE: The Financial Mirage and the Destruction of U.S. Bank's Infrastructure

If you’ve been watching the rolling, silent layoffs across tech, operations, and compliance over the last two years, you know the drill. We vent, we stress, and nothing changes. But to truly mobilize and push back, we have to stop treating these cuts as isolated corporate updates and start seeing them for what they are: a high-risk financial strategy that is systematically hollowing out the bank.

When a company slashes experienced domestic staff, forces impossible Return-to-Office (RTO) mandates to trigger forced attrition, and rapidly offshores those roles to India’s GCCs, they are chasing a short-term metric known as the Efficiency Ratio. Lowering this ratio makes executive leadership look like geniuses to Wall Street in the short run.

However, this strategy introduces a critical flaw: it trades irreplaceable institutional knowledge for temporary profitability.

Phase 1: The Short-Term Profit Illusion

Right now, leadership can point to record net revenues and improved efficiency metrics on paper. Cutting domestic workers and replacing them with lower-cost offshore operations looks like pure profit. Executive bonuses are unlocked, stock buybacks resume, and shareholders celebrate. But this profit isn't coming from innovation or market growth—it’s being squeezed out of the workforce.

Phase 2: The "Boomerang Effect" and Massive Regulatory Fines

Banking is not a simple transaction factory; it is a heavily regulated environment built on complex risk management, data security, and compliance pipelines. Documented training manuals cannot replace years of hands-on experience navigating legacy systems, catching anomalies, or understanding domestic regulatory nuances.

As system errors inevitably increase, customer data privacy vulnerabilities emerge, and compliance oversight slips, the bank hits a wall. Eventually, federal regulators like the Federal Reserve, the OCC, or the CFPB step in. Historically, aggressive cost-cutting and rapid offshoring in banking lead to massive, multi-million dollar regulatory fines due to data breaches, compliance failures, and operational breakdowns.

Phase 3: The End Game (Sell-Offs and Forced Mergers)

Once the regulatory fines hit and operational chaos degrades customer service, the "efficient" model breaks. The bank can no longer organically support its own weight. To hide the damage and maintain the illusion of growth, leadership is forced into structural restructuring. They must spin off and sell core business lines to competitors just to raise cash. If the bleeding continues, the ultimate end game is forced consolidation—positioning the institution to be absorbed by or merged into an even larger bank.

WHAT YOU CAN DO: Protect Yourself and Strike Back with the Committee for Better Banks (CBB)

We are not just fighting for a remote schedule or an office desk; we are fighting to stop the systematic liquidation of the bank's operational safety. We don't have to reinvent the wheel or risk our jobs doing it alone.
The Committee for Better Banks (CBB) is a national coalition of financial workers, consumer advocacy groups, and labor organizations. They specialize exclusively in helping bank employees organize, safely whistleblow, and expose corporate labor arbitrage without getting fired. They are the crew that helped frontline workers blow the whistle on the massive fake-account scandals at Wells Fargo, and they have the infrastructure to turn our internal corporate nightmare into a public relations and regulatory disaster for executive leadership.
Here is the step-by-step reporting playbook to take action safely:

1. Reach Out Completely Off the Grid

Never use your corporate laptop, phone, Zoom, Teams, or office Wi-Fi to look up or contact outside labor groups.
• The Move: Grab your personal phone, turn off Wi-Fi (use cellular data), and download a secure email app like ProtonMail.
• Where to Go: Send an anonymized message to CBB organizers at staff@betterbanks.org or hit up their secure portal at betterbanks.org/organize. You don't even have to give your real name at first.

1. Lock In Instant Federal Legal Protection

Once you start coordinating with CBB to discuss working conditions, rolling headcount cuts, or forced attrition, a federal legal shield goes up.

• The Law: Under the National Labor Relations Act, your organizing discussions are legally classified as Protected Concerted Activity.

• The Shield: If management tries to track down who is organizing or retaliates against people pushing back on workforce cuts, CBB’s legal team can slap the bank with immediate unfair labor practice charges through the National Labor Relations Board (NLRB).

1. Drop the Truth in the Whistleblower Pipeline

Journalists and regulators don't care about emotional rants; they care about hard data. CBB runs a dedicated Whistleblower Pipeline.

• The Data: Use your personal devices to securely document the consequences of the cuts. Are critical system errors being ignored? Is customer financial data being exposed to unvetted pipelines? Log internal policy shifts, denied accommodations, and metrics showing where U.S. teams are being forced to execute "Knowledge Transfers" to train their overseas replacements.

• The Impact: CBB packages this data to build public corporate scorecards that they drop directly onto the desks of federal regulators, congressional oversight committees, and major institutional investors.

1. Bypass Corporate PR and Wake Up the Public

If you try to pitch a story to a financial or labor reporter on your own, you risk exposing your identity. CBB acts as your human shield and works directly with a dedicated press desk (CBB@berlinrosen.com).

• The Megaphone: They take our anonymous insider evidence, strip out any identifying details, and hand it to top-tier financial journalists at Bloomberg, Reuters, and The Wall Street Journal. This forces executive leadership to answer to the national media—and to shareholders—about why they are destroying American banking infrastructure for cheap foreign labor arbitrage.

The Bottom Line: Corporate leadership relies on us being isolated and terrified. They cut one department at a time over a multi-year cycle so we don't all panic at once. Organize off-grid, document the systemic risks, and let's work with CBB to expose this short-sighted strategy before the boomerang hits.

EH: Still buying lunches and coffees for folks before shoving them out the door and moving their jobs overseas as you sit on 30 mil?

Nah.
Pathetic.

InfoSys is planning massive layoffs at InfoSys Brno at the beginning of 2027.
Source: I am in possession of a few confidential emails where they suggest this solution in Brno...

With the split being front and center, I have not seen any WARN notices go out from the last rounds.

Curious to see what if any DDAT was let go since there were no threads here.

Oracle filed four layoff notices with Washington and California covering 800 jobs, all permanent layoffs taking effect on 13 November 2026,

https://fourweekmba.com/ai-oracle-to-lay-off-800-in-seattle-and-bay-area-filings-show/

can someone confirm if this news is true?

The board can spin the latest news all they want, but if you look at the raw financial metrics and corporate baggage, the writing is on the wall for a massive cost-restructuring.

The smoking g-n just hit the SEC database on November 5, 2026. L3Harris filed a Form 8-K confirming it closed a massive $1.0 billion senior note offering ($500 million at 5.200% due 2029 and $500 million at 5.400% due 2032). Corporate communications will call this routine capital management, but let’s look at the financial realities:

The Fixed-Overhead Interest Squeeze (The 8-K Reality)

L3Harris is running straight into a massive $1.8 billion debt maturity wall over the next 60 days specifically, $550 million in 3.85% senior notes due December 15, 2026, and $1.25 billion in 5.40% notes due January 15, 2027. Rolling over $550 million of older debt from a 3.85% interest rate to a 5.200% rate creates an immediate, structural spike in annualized corporate borrowing costs. Because bondholders must be paid first, operating profit margins are taking a direct hit, forcing CEO Sam Mehta to balance the ledger by aggressively slashing variable labor costs.

Massive Cash Capital Outflows

The company is aggressively leaking liquid cash to handle self-inflicted institutional wounds. On top of absorbing $84 million in combined DOJ fraud settlements for overcharging on ROVER/VORTEX systems and double-billing basic hardware components, the board just approved an $80 million stock-and-option separation package to slide Christopher Kubasik out the door after his code-of-conduct investigation. Add in the multi-million dollar legal fees draining corporate cash to fight Viasat in the Delaware Court of Chancery over the $2 billion Link-16 acquisition adjustments, hundreds of millions of dollars are leaving the balance sheet with zero operational return.

Vanishing Billing Codes via Congressional Scrutiny

With the House of Representatives flipping control after the midterms, the political cover the corporate PAC spent heavily to maintain has completely collapsed. Incoming House Armed Services Committee Chairman Adam Smith has explicitly vowed to aggressively probe defense industrial equity investments and "sweetheart deals." High-profile, politically exposed programs like the controversial $934 million Qatari 747 luxury modification contract face immediate audits, freezes, or forced re-competes. The moment a program undergoes a forced freeze, its project billing codes vanish. Systems and software engineers cannot sit on "unallocated overhead" for long without damaging quarterly margins, making quick, project-based engineering layoffs inevitable.

Global Facility Gridlock and Reputation Flight

The friction isn't just in Washington. In Europe, the relocation of the Brighton arms factory to Unit 3 at Panattoni Park in Burgess Hill is entirely gridlocked due to public protests over F-35 component manufacturing and intense scrutiny over local council redactions. When a manufacturing facility's transition hits a wall, local assembly workers, facility engineers, and site coordinators face immediate displacement because there is no active floor space to execute contract deliveries. Combine this operational halt with defensive, voluntary resignations from elite software talent trying to distance their resumes from the ICE data leak, and the company is facing an operational crisis.

When and Where Will the Ax Fall?

Expect the operational restructuring to hit in two distinct waves:

Phase 1 (Late Q4 2026 / Early January 2027): The immediate target will be non-technical, white-collar corporate overhead. Following corporate-wide mandates to tighten operational expenditures, corporate recruiters, marketing units, administrative support layers, and middle-management functions will face automated cost-rationalization cuts as the company protects its cash reserves ahead of the January 15 debt deadline.

Phase 2 (Late Q1 / Early Q2 2027): Project-based workforce reductions will strike systems engineering, cyber specialists, and defense assembly teams the moment multi-committee congressional subpoenas actively freeze federal funding lines or international lease agreements fall through.

If a project team is sitting on unallocated overhead or exposed billing codes, it is time for team members to update their resumes and look for insulated, high-priority safe harbors within more secure, non-audited programs before the consolidation engine kicks into overdrive.

Too much dead weight

managers asking me about my career path ? during layoffs .? is this nuts 🥜 or what

Canva’s restructuring affects more than 1,200 people. But its severance package is earning praise.
https://www.newsweek.com/canva-exit-package-praised-tech-company-announces-layoffs-12662250

Sharing some of my observations and experiences in the Carelon care navigation and BH divisions. Seems to be almost weekly changes in leadership, monthly shifts in priority initiatives. The actual goals and objectives are obvious: Find ways to create numbers out of thin air to demonstrate any kind of value (nonexistent), systematically eliminate whole depts and and cut teams back to skeleton crew numbers, while at the same time increasing metrics. Create useless campaigns and programs to be managed by nonclinical associates to reduce FTE costs. Pretend that all is well and automation is the cure for past failures (while existing automation is a joke). Push their bs technology and blame frontline associates rather than admit that these systems are absolute trash.

Boots on the ground sentiments are grounded in constant fear of the next layoffs and surviving the wrath of sociopathic leadership. Morale is at an all time low.

On the other hand, if you lack any type of integrity, enjoy doing a job that only supports fluff for SLT bonuses, throw people under the bus, lack humility and do not ask any questions or voice concerns...you will THRIVE in Carelon. Anxiously waiting for any opportunity to get out of this joke of an organization. Maybe its not purgatory, maybe it is actual he-l.

I know some communications went out today. Not many. For those that did receive info please share

Heads up. I have heard rumors of a massive layoff happening in the in mid November of around 400 people and then another on in the early part of 2027.

Q1 FY27 is in the books, and leadership wants a gold star for a margin bump while the business keeps shrinking. Revenue down again. Digital, the channel this company bet the whole farm on, falling double digits. Nike’s own stores down too. And their guidance for the full year: sales falling high-single digits. That is the plan. Out loud. To investors.

What’s the answer from the top? Another branded “transformation.” Remember the cost realignment from March? Now there’s “Pace,” a shiny name for the same move: billions in “savings” through 2031, paid for with a billion dollars in charges that are mostly people. Two layoff rounds in one year and the slide deck still calls it momentum.

Nobody up there gets laid off for missing. The people who get cut are the ones who actually build the product: developers, tooling, designers, the folks who keep the factories and seasons on track. Meanwhile the stock is trading where it was over a decade ago and every quarter gets a new acronym instead of a new idea.

You don’t cost-cut your way back to being Nike. You win with product people want and a culture talent wants to stay in. Leadership has spent years torching both.

Stop renaming the problem. Fix it.

Anyone know how many were let go?

Are they for real or fake? I am just surprised with how many jobs need to be filled while we are LR-ing so many. Makes no sense.

Made billions but can’t even give 5 hrs OT to struggling depts during this peak season due to layoffs.

• Total revenues for the third quarter 2026 increased 6% to $73.7 billion
• Shareholders' net income for the third quarter 2026 was $1.4 billion, or $5.47 per share
• Adjusted income from operations' for the third quarter 2026 was $2.1 billion, or $7.98 per share
• Increasing 2026 outlook for adjusted income from operations' to at least $30.60 per share?
• Hosted 2026 Investor Day, introducing the "Lead to One" vision, setting long-term financial targets, including 10%-14% adjusted EPS CAGR and $50B in cumulative operating cash flow through 2030, and announcing 'Accelerate to One" multi-year $3B modernization and productivity initiative