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Pretty obvious answers. Not much or worse. Retreat like Napoleon had from Russia.
PK, are you listening? Give EH a nice parachute, not sure if it should be golden and tell him to leave.
I am really sick and tired. this all he can show after 2 full years in the helm then what is there for year 3.
After the departure of special friend of previous CTO, Will the developers be now saved from using the cr-p AI tool developed by her team which never works ?
Hope she takes away the contractor company which she was running in parallel with her and we can get some good testing people and not everything will be forced on us to test.
The new CTO at least should make some effort to get some feedback from the floor and fix past blunders.
Confirmed with senior leadership. 15% reduction company wide some time end of year, which likely equates to about 12K
I’ve been thinking a lot lately about a manager I had, and I kind of hate admitting this lol, but I think I understand her a lot better now than I did when I was actually working for her.
At the time, some of her feedback really annoyed me. I felt like I was doing a lot, working hard, getting good results, and instead of just recognizing that, she would keep pushing me on things like having a bigger impact, making things scalable, thinking beyond my own team, and not just solving the problem in front of me.
There were definitely times when I walked away thinking, “Why isn’t what I’m doing enough?”
Now that I have some distance from it, I realize that probably wasn’t what she was saying at all.
She was trying to get me to think differently.
A lot of the things she pushed me on — being more independent, bringing solutions instead of just problems, thinking about whether something would still work without me, influencing people outside of my immediate team — are things I understand much better now.
And honestly, some of the feedback that bothered me the most at the time is probably the feedback that stuck with me the most.
I still don’t think she was right about everything, and I’m sure I wasn’t either. But I can appreciate now that she wasn’t trying to make things harder for me. She was trying to help me grow, even if I didn’t always receive it that way.
It’s funny how sometimes you need to leave a situation before you can really understand it.
So yeah… if you’re a manager who has ever given someone advice and wondered if any of it actually landed, sometimes it does. It just might take a while.
I’m grateful now in a way I probably wasn’t capable of being at the time.
It didn’t feel energizing. Several leaders came through with fatigues and those were reelected back. How do we expect the behaviors to change to drive ownership and accountability with same people who didn’t seem to be interested in owning their previous decisions, or designs and low energy in walking in this new expectation.
Time to hand off many batons to people who care and new leadership. Until that happens, things will not magically get better.
Good riddance and bon voyage to everyone fired and officially kicked-off the IBM payroll in any shape, form or manner today. It has been quite a journey, but I’m sure IBM will somehow manage to find a way to continue functioning without all of you.
Honestly, I’m excited for the next chapter: pretending like you never existed, forgetting your names, forgetting the projects you worked on, and acting like none of your contributions ever happened. After all, that seems to be the preferred corporate tradition around here.
Please don’t take it personally. Once you’re off the payroll, you apparently become yesterday’s problem and eventually, yesterday’s memory.
I’m sure the leadership team will proudly explain how this is all part of the strategy, how the organization is “positioned for the future,” and how the people leaving were somehow conveniently no longer critical to the business.
So farewell, former colleagues. Thank you for your service, your late nights, your projects, your knowledge, and all those years of pretending that any of this mattered.
Now that you’re gone, please understand that we will immediately begin the difficult process of pretending we never knew you.
Good luck out there. And remember: IBM may forget you and you won’t be welcome back.
I used to work on the One Talk testing team, and the current complaints on this forum are 100% accurate. The product is incredibly buggy because the testing management layer is completely non-technical and acts as a club for friends and personal connections.
Why is upper management blind to how many manual and automation resources are being wasted here? Throwing bodies at a problem under the same bad managers won't fix a broken release pipeline.
We have great, competent managers on other teams in this company. Just shuffle the people and move One Talk testing under a different, objective engineering leader who actually understands quality. The product will instantly get better.
Calamitous train wreck happening in real live time speed right before our eyes. Sr. Leaders aWoL.
It seems like the same pattrn plays out at co after co. Head honchos spend heavily on the latest strategy, acquisition, transformation or tech, then a year or two later decides costs are too high and headcount needs to come down. Peons are told the cuts are necessary for efficiency, competitivness or shareholder value. Meanwhile exec comp keeps ballooning and the people who made the original decisions rarely suffer the consequences when those decisions don't work out. Maybe that's the real problem. The people deciding where to spend the money are often the same people deciding who pays the price when the spending doesnt produce the expected results.
geoff and team seem convinced ai will solve all our problems. maybe if they spent a little more time talking to actual physicians and patients, they’d understand where ai is useful and where it simply isn’t.
ai makes sense for reducing administrative burden. it has a clear future in manufacturing, imaging, workflow optimization, and plenty of other areas. but when a patient needs a catheter to solve an actual clinical problem, an algorithm isn’t replacing the therapy.
the idea that ai is somehow about to "disrupt" every medical device category feels like something you believe when you spend more time in executive meetings than around actual clinical practice. ai will absolutely disrupt a lot of corporate work, including the work of executives who apparently need technological assistance just to read and respond to emails on time.
therapy is different, yep.
getting that distinction wrong can have real consequences for patients. cathworks may ultimately demonstrate that gm paid for an expensive science project, while scientia may prove to be the kind of practical technology that delivers value for years. time will tell, but apparently nuance isn’t nearly as exciting as putting "ai" on a strategy slide.
First: Dont be a f'ing trol.It disrespects all of us trying to be a voice of reason. So if you're that person(s) - F-off and die. The issues are real. Leadership is damaged. The stock and Balnce sheet. + the debt are in a downward spiral. Realities of the business remain. It's a political cesspool and all abount self-preservation - it's a joke soon to become a business case.
just in time I guess
Yikes.. Almost $127? There's janitors without hands that could run the company better.
A North Carolina legislator criticized the recent leadership shakeup at Charlotte Mecklenburg Schools. The state representative called the situation an unacceptable failure of leadership. This turmoil follows the controversial firing of Superintendent Crystal Hill. The school board's actions have raised questions about governance and financial oversight. State and local authorities are now investigating the district's financial matters.
Charlotte, North Carolina
https://www.wcnc.com/article/news/education/nc-rep-comments-on-cms-leadership-shakeup/275-008a8f4b-ae19-4236-8355-dd7330dc8886
We are significantly lagging behind competitors in both digital assets and artificial intelligence. While we are late to roll out crypto offerings falsely assuming we are at the technological forefront our AI capabilities are even further behind the market.
Robinhood has leapfrogged standard API integration by introducing an MCP architecture with automated trade pre-approval and an expanded ecosystem of third-party data feeds. They are providing retail and custom developers with streamlined access to high-value data sources that were previously difficult to source and integrate:
Unusual Whales: Tracks unusual options activity ($30/mo).
SkyFi: Provides satellite intelligence and real-world Earth imagery ($10/mo).
Narravance: Detects viral stocks and emerging social media chatter ($8/mo).
Additional Providers: Includes institutional-grade data tools from Nasdaq, SpotGamma, Quiver Quantitative, Token Terminal, Carbon Arc, and Fiscal.ai.
https://robinhood.com/us/en/campaign/presents/
I'm sure they are getting a cut of the monthly subscriptions, should be a big moneymaker for them. They are also moving to 24x7 trading....
CS missed the boat as always due to mismanagement at the top... a complete lack of original strategy. All we can do is slow follow... unfortunately things are moving so fast a slow follow is as good as doing nothing.
Questions:
Considering the status of OpenText’s debt, constant layoffs, and low stock price, what is an honest outlook for the company. What does the stock market think? And what grade would you give Tom Jenkins for his stewardship of the board of directors over the past several decades?
Answers:
The outlook for OpenText Corp (OTEX) centers on whether its aggressive pivot to AI and cloud subscriptions can offset high debt load and execution risks. Following years of major acquisitions (such as Micro Focus), OpenText has faced immense pressure to reorganize. A summary of the market sentiment, honest outlook, and an evaluation of Tom Jenkins' board leadership outlines the situation.
What the Stock Market Thinks
• Deep Valuation Discount: The stock trades at a very low trailing P/E ratio (~8.7) and forward P/E (~6.0), indicating that the market views OpenText more like a legacy "value trap" than a high-growth tech stock.
• Skepticism Toward AI Pivot: While management highlights cloud growth, investors are demanding definitive proof that its AI solutions can generate strong organic revenue growth rather than merely defending its existing franchise.
• Management Turnover Anxiety: The market reacted poorly when OpenText ousted longtime CEO Mark Barrenechea and subsequently named IBM veteran Ayman Antoun as the incoming CEO, dropping the stock by double digits on the leadership instability.
Honest Corporate Outlook
• The Restructuring Squeeze: The continuous layoffs—including cutting 1,200 jobs in 2024, 1,600 in 2025, and multiple subsequent waves in 2026—are part of a multi-year "business optimization plan" to aggressively slash costs. While this protects profit margins, it risks internal brain drain and low employee morale.
• Debt Deleveraging Focus: OpenText carries $5.97 billion in total debt. The company is actively liquidating non-core assets—such as divesting its eDOCS and Vertica business lines to channel proceeds directly toward debt reduction.
• The Bottom Line: The company is fundamentally profitable, generating over $640 million in net income annually. However, the top-line revenue growth is practically flat (projected at just 1% to 2% for fiscal 2026). Until OpenText stops using layoffs as its primary driver for margin expansion and demonstrates true organic cloud growth, the stock will struggle to break out.
Tom Jenkins Board Stewardship Grade: C+
Tom Jenkins, who has served as Executive Chair or Board Chair for several decades, gets a mixed report card for his long-term stewardship.
• The Positives (The M&A Engine): Jenkins was instrumental in transforming OpenText from a small Canadian tech spinoff into a global enterprise powerhouse with billions in revenue. For decades, his formula of acquiring legacy tech companies, squeezing out costs, and integrating them into the OpenText ecosystem created immense shareholder value.
• The Negatives (The Modern Stagnation): The strategy has hit a wall. Squeezing legacy assets through constant layoffs while accumulating heavy debt has created a culture of severe organizational fatigue. The board failed to achieve smooth leadership continuity, resulting in abrupt executive changes and messy restructuring cycles. Ultimately, Jenkins oversaw a corporate structure that became overly leveraged right as tech valuations shifted from favoring financially engineered acquisitions to prioritizing high-organic growth in cloud and AI infrastructure.
Anyone going to ask the new CEO about cost of living increases or our substandard benefits or future RIFs*?
Morale is hecka low at my site and if this forum is to be believed elsewhere in the company. We're losing talented staff because of these policies and behaviors of the executives. It's not good at all.
Dear Ethics and Compliance Team,
I am submitting this complaint in good faith to request a confidential and independent review of concerns that have been raised by employees regarding workplace culture, leadership practices, potential conflicts of interest, and organizational governance within the DXE organization.
My intention is not to allege misconduct or wrongdoing by any individual. Rather, I am requesting that the company objectively assess these concerns and determine whether all applicable policies, compliance requirements, ethical standards, and governance processes have been appropriately followed.
Over the past several months, there has been a noticeable increase in employee concern regarding the overall work environment, management practices, decision-making processes, and the perceived ability of employees to raise concerns without fear of retaliation. These concerns have been discussed internally among employees and have also appeared in public forums and employee discussions.
Individuals Frequently Referenced in Employee Discussions
Employees have publicly raised concerns involving members of DXE leadership, including:
• IT VP and people he brought in.
• Other leaders referenced in employee discussions and public postings
I am not asserting that any of these individuals have violated company policy. However, the frequency with which these concerns are raised has created sufficient concern among employees that many believe an independent review would be beneficial.
Publicly Available References
The following publicly available sources have been referenced by employees in discussions relating to potential outside business interests, consulting activities, and professional relationships:
Sources:
• https://ca.ltddir.com/Agent/Surya+Nalluri/
• https://www.bizprofile.net/ca/eastvale/zenith-technology-services-llc
• https://www.bizprofile.net/ca/irvine/prosum-it-solutions
https://cafepharma.com/boards/threads/layoffs.706325/
These references have contributed to employee questions regarding whether all appropriate conflict-of-interest reviews, disclosures, approvals, and governance processes have been completed and documented.
Workplace Culture and Fear of Retaliation
One of the most significant concerns expressed by employees relates to the current workplace culture and a perceived fear of retaliation.
Numerous employees have stated that they are reluctant to challenge decisions, provide candid feedback, raise concerns, or offer alternative viewpoints because they fear negative career consequences. Employees have expressed concerns regarding potential exclusion from projects, diminished advancement opportunities, negative performance evaluations, reassignment of responsibilities, or termination.
Many employees report that the environment has become increasingly stressful and intimidating, resulting in a culture where individuals may feel compelled to agree with leadership decisions regardless of their professional judgment. Employees have indicated that they believe dissenting opinions are often unwelcome and that questioning decisions may place them at risk.
Several employees have also described interactions with leadership as aggressive, confrontational, or intimidating. Employees have reported instances in which leaders allegedly raised their voices, publicly criticized individuals, Create a TOXIC workplace,or communicated in a manner that employees perceived as threatening or demeaning. Whether intentional or not, these interactions have reportedly contributed to a workplace atmosphere characterized by fear, anxiety, and reduced psychological safety.
As a result, many employees no longer feel comfortable engaging in open discussions, raising concerns, or participating in constructive debate. Several employees have expressed concerns that this environment discourages transparency, limits open communication, and inhibits effective decision-making.
If an investigation is conducted, I believe that individual discussions with peers and leaders who work closely with this VP would provide valuable insight into these concerns. In a confidential setting, many employees would likely feel more comfortable sharing their experiences and perspectives regarding the workplace environment and leadership practices.
Leadership Influence on Product and Delivery Teams
Employees have stated that product, engineering, and delivery personnel may feel pressured to support decisions made by senior leadership without meaningful discussion, challenge, or independent evaluation.
Many employees believe there is an expectation that decisions originating from senior leadership should be accepted without substantial questioning, even when technical teams have concerns regarding feasibility, risk, implementation, or long-term business impact.
This perception has created concerns regarding the independence of decision-making processes and the ability of subject matter experts to provide objective recommendations. Employees have expressed concern that decisions may sometimes be driven by hierarchy rather than collaborative evaluation of available information.
Employee Concerns Regarding Job Security
A recurring concern expressed by employees involves job security and uncertainty regarding future staffing decisions.
Many employees report feeling that their employment may be at risk if they disagree with leadership decisions, raise concerns, or fail to align with expectations. This perception has contributed to increased anxiety and declining morale across multiple teams.
In particular, some employees have expressed concern that U.S.-based employees may be disproportionately affected by organizational changes, restructuring efforts, outsourcing initiatives, or staffing decisions. While employees may not have visibility into the business rationale behind such decisions, these concerns have contributed to a growing sense of uncertainty and fear regarding long-term employment stability.
The resulting environment has negatively affected morale, engagement, trust in leadership, and employee retention. Several employees have indicated that they are actively seeking employment elsewhere due to concerns regarding the current direction of the organization and the workplace culture they are experiencing.
Potential Conflict-of-Interest Review
Employees have questioned whether all relevant conflict-of-interest reviews, disclosures, approvals, and governance procedures have been completed regarding:
• Leadership relationships
• Outside business activities
• Consulting engagements
• Vendor relationships
• Hiring decisions
• Contracting arrangements
• Procurement processes
I do not possess sufficient information to determine whether any policy violations have occurred. However, given the frequency with which these concerns are raised, I believe an independent review would be appropriate to ensure transparency and compliance with applicable company policies.
Hiring, Promotion, and Vendor Selection Practices
Employees have also expressed concerns regarding the transparency of certain hiring decisions, leadership appointments, consulting engagements, contractor relationships, and vendor selections.
Specifically, employees have questioned whether certain decisions may involve individuals with prior professional relationships or historical business connections. Employees are seeking assurance that all such decisions have been evaluated using appropriate review processes and approved in accordance with company policies.
Again, I am not asserting that any policies have been violated. Rather, employees are requesting greater transparency regarding the controls, approvals, and oversight mechanisms used when evaluating such relationships and business decisions.
Request for Review
I respectfully request that Ethics and Compliance:
• Review the concerns described above.
• Evaluate whether workplace culture concerns warrant further assessment.
• Determine whether any conflict-of-interest disclosures, approvals, or related governance processes should be reviewed.
• Assess whether hiring, promotion, consulting, procurement, vendor-selection, and contracting processes have been followed appropriately.
• Evaluate whether employees are able to raise concerns without fear of retaliation.
• Ensure that employees who participate in any review or investigation are protected from retaliation and can provide information confidentially.
• Communicate findings and any resulting actions as appropriate under company policy.
I submit this complaint in good faith and in the interest of promoting a workplace culture founded on transparency, accountability, professionalism, respect, and ethical leadership. My hope is that an independent review will provide clarity regarding these concerns and help strengthen employee confidence in the organization's governance and compliance processes.
Thank you for your time, attention, and consideration of these matters.
Sincerely,
I am not going to mention any names but this has to be the weakest group of execs ever.
https://finance.yahoo.com/markets/stocks/articles/mattel-announces-roger-lynch-chairman-120000720.html, so more layoffs?
That seems to be the way of thinking of this leadership.
Honestly, I’d be nervous for this place if mass layoffs aren’t announced. Tells me this place doesn’t have the ba--s to do anything. Leadership is still smoking their own farts. Even if layoffs are a bad plan, I want to see something radical from these guys. This place is getting exhaustingly stale and boring. Like, can we see them take some bets on something. I’ll be annoyed if they announce like 3% cuts, with ambiguity on where like last time.
Why is it so hard for leadership to communicate anything to the staff that actually does the work or document a process???? It's not that hard people.
Won’t be around for the merger completion…
Wtf, Z posted saying her team is implementing quantum 🤣 I know first hand this is a sham. How? because they were looking at DSNP optimization which does not need quantum!! Folks from business team is just playing along due to pressure. Offshore folks don't know the first thing about out business nor quantum. Doubt it? Check back next year and see if they show any true cost savings. 🤣 The only cost saving idea Sh-t has is to offshore as much as possible, cheapest ones, he-l to quality. .
New policy announcement on the way from KB - project go live dates to be written into the contracts, and if FIS delivers late, the client gets their money back. What could possibly go wrong?
What does it say when you have to force 5-day RTO and then build a new HQ loaded with golf, tennis, pickleball, kayaking, basketball, bowling, shopping, a nail salon, daycare and a mental health clinic?
With all these distractions, how exactly is this supposed to improve productivity? 😂
I thought the whole argument for RTO was that people were “stealing time” while working from home… Apparently that was the problem. Now you can steal time on prem, surrounded by every possible distraction, while still getting credit for being physically at work.
Here’s the question I’d really love to see answered… If every Plano employee were given a completely free choice between working from home or coming into this new HQ, how many would actually choose the office?
I’d bet the overwhelming majority would still choose WFH and that is incredibly telling.
You can build the most elaborate office in the world. You can put a fu--ing country club inside it. You can force people to badge in five days a week. But you cannot force people to actually want to be there. People value flexibility more than corporate playgrounds.
Most people just want to go in when there is a reason to go in, get their sh-t done, and go home. They don’t want to spend their evenings hanging around the office because AT&T installed a bowling alley or a pickleball court.
This is the part leadership seems completely incapable of understanding. The problem isn’t that the office isn’t nice enough. The problem is that people don’t want to be required to be there five days a week anymore.
You can force attendance. You can build the amenities. You can spend whatever you want on the building but you can’t manufacture buy-in.
And forcing people into an office they don’t want to be in while spending a fortune trying to make that office more appealing is about as backwards as it gets.
We are still trying to solve a 2026 workforce problem with a 2006 answer.
The Charlotte-Mecklenburg Schools Board of Education has fired Superintendent Crystal Hill. This decision followed a period of controversy and an investigation into administrative and operational oversight. The board voted 5-4 to make this change, citing a need for "bold changes." The school board chair also stepped down but remains on the board. An acting superintendent has been appointed.
Charlotte, North Carolina
https://spectrumlocalnews.com/nc/charlotte/news/2026/09/22/charlotte-mecklenburg-schools-fire-superintendent-hill
Are U.S. non-patient facing roles going to have to shift to India working hours since that is where all our leadership and the majority of non-patient facing roles will be?
On top of the recent layoffs, they are forcing return to office, 5 days. In the middle of when gas prices soaring. People asked “are we getting adjustments, extra PTO for when we can’t afford to come in?” And they were berated for ridiculous questions because it “didn’t sound like it was for the students?” Joke of an answer. Gaslight their employees for asking HOW THEY ARE GOING TO SURVIVE!!! Keep in mind, they hired Florida wide. And revoked remote privileges/exceptions for them and said “come in with a 6 hour total commute or quit.” One even suggested their $20/hr employee just “up and move” because “Full Sail shouldn’t cater to you”. That came from a higher up male 6-figures. I know a few people truly affected because of pregnancies and cancers. And it was basically “too bad, so sad”. No remorse. And Garry “Sc--w You All” Jones. They told us that it was because parents were complaining that campus was empty (apparently that is worthy of giving people less than a month to find a job). But I know this will be a shock. It has been planned for years. They couldn’t find the right time and apparently their best option was $5 gas prices and groceries increasing every month was beneficial to all. THEY DONT CARE! Plus their accreditation for a few programs are being questioned (and probably revoked) unless they find a way to scam their way out of it. And I could be wrong. Maybe Garry Jokes will let his employees stay in his actual mansion that those people worked hard for him to get. That is not even the tip of the iceberg. The corruption and nepotism runs much much MUCH deeper.
So UK ODW launch is a complete sh!tshow. Hard to put into words how bad it is. Nothing works. New DSA doesnt work. New CRM is just baaaad. Customers/partners can't get quotes, SKUs not working or completely missing, prices 20% than old DSA for the same things. And yet I'm sure there are execs patting themselves on the back.
I can’t believe how far Evicore technology has devolved. Two senior directors leaving - one of his own free will and the other pushed out by poor leadership. Potential (likely) sale of the company, projects slashed, additional layoffs looming. Nothing will be done because why fix the ship you are setting out to sea. Get the life jackets and rafts ready if you haven’t already.
Today, it is trading in the 33’s. 3 years and 9 months and the stock is down over 50%. One has to believe the board doesn’t know what it’s doing or they are holding on for a sale.
Who knew when we pushed her out after WP acquisition she would come back to ruin the company.
Her vision and execution is terrible only worse than her hiring. Congrats on spending more time cutting costs than improving the products and sales teams.
What does she care, 80 million richer at the end of this year (20 mil a year), surrounding by minions that won’t give necessary feedback and horrible hires in HR, CFO and CAO.
Nobody seems to remember the company values anymore. Not that FactSet always lived up to them, but there were people who genuinely tried to make things better and weren't afraid to point out what wasn't working. Too often, those people were ignored or pushed aside. Under the new leadership, it feels like we're taking everything FactSet stood for and running it into the ground. Mike D must be rolling over. When PS said the new regime was going to be ruthless, he wasn't kidding.
Cutting lunch and snacks isn't going to meaningfully move the needle. Neither is laying off hundreds of people, including some truly great performers.
Want to actually save money? Stop giving away services. Fix bad deals. Hold chronic underperformers accountable. Invest in products clients actually want. Figure out usage. Finish projects instead of letting them drag on for years. None of this is complicated. It's common sense.
Maybe start listening to the people who challenge bad decisions instead of the people who kiss up and tell leadership what they want to hear.
Watching this Town Hall is bizarre. When clowns run the organization, this is exactly what it looks like confusion, cluelessness, and an embarrassing lack of substance.
Layoffs?
Return to campus 5 days?
Jordan leadership changes?
Let’s guess and see who is right.
Today’s RBC challenge: Sunit has the microphone. Please don’t scare anybody. CCI doesn’t need analysts to suddenly decide it’s worth $94 today. It just needs the market to become less convinced that $67 makes sense.
The stock has been hammered, with Treasury rates being a major headwind, but there hasn’t been some new company disaster to explain this price. So today would be a great day for clear numbers, confidence and maybe even a smile. No panic face. No corporate word salad. Just explain the business and remind Wall Street that Crown isn’t actually on fire. Come on, Sunit. You’ve got one job today do it!