#leadership

Do leaders in certain parts of the business talk to you about resume building, career progression and stuff if there is a chance that there is a RIF pending?

The department I am in had one with SM a few days ago. It's odd that they are talking about it after the announcement and the time is getting closer to the 20th.

She was going around to each team under her and talking the same talk.

The next wave isn’t some mystery, it’s already baked into our strategy. When leadership pivots this hard into AI, it isn’t because they suddenly care about “efficiency.” It’s because they’re building a structure where human labor becomes optional.

Once the next round is done and AI systems hit their next iteration milestone, the company will need another injection of savings to justify the spend. That’s when the follow-up layoff is planned. Everyone will be surprised. It won't be because the market shifted overnight. Because massive automation projects always demand a second cut to “realize value" it's the only way we make the money from it.

And the pattern is predictable:
• automate what you can,
• offshore what you can’t,
• shrink the org until the balance sheet looks cleaner.

People keep saying, “AI can’t replace us.” But that’s exactly what these systems are being trained to do, absorb workflows, mimic decisions, and reduce headcount. It won’t replace everyone, but it will replace enough roles to hit whatever targets leadership promised the board.

We’re watching a slow-motion restructuring disguised as innovation. Employees feel it long before leadership admits it. Pretending otherwise doesn’t protect anyone, it just blindsides people who could’ve been preparing.

Leadership has already set this in motion and they know the next outcome but they're going to work you harder than ever so the AI gets trained on good data practices as you all help to make the AI perfect.

At least we don't see any government regulators coming down to regulate AI and save jobs....oh yeah, probably because the top AI company's own the AI conversation right now and they need to move fast before they lose control.

Good luck to all

These major changes being executed by Verizon's new CEO, Dan Schulman, are way overdue at the obscenely bloated and underperforming telecom behemoth. Relentless price increases, undifferentiated products & services, absolutely horrible customer service and sheer corporate arrogance has driven many customers away at a time that competition has intensified in the mature telecommunications industry. Speaking as a customer it's about time this rotten and miserable company gets shaken up! Best of luck to all my career compadres going thru this period of upheaval at Verizon. P.s., Knowing Dan Schulman personally, I told you this was coming!

Verizon's Layoff Plan Exposes Growing Divide Between Investors and Employees

Verizon's New CEO Sees the Need to Implement Aggressive Changes Including Job Cuts

14 November 2025, 2:29 PM GMT

New Verizon CEO to intensify cost transformation and expense base restructuring, including job layoffs.
Verizon's sweeping cost-cutting plans are triggering sharply different reactions from the two groups whose futures hinge on the company's next moves. Investors see the restructuring as a long-awaited correction—one that could streamline operations, protect dividends, and lift a stock that has lagged behind competitors for years. But inside the company, employees describe a climate of mounting fear and uncertainty as reports of mass layoffs circulate with little internal guidance from leadership.

This widening gap between Wall Street optimism and workforce anxiety has become the defining feature of CEO Dan Schulman's early tenure. As the company prepares for what could be the largest layoff in its history, workers say they are bracing for a painful transformation, while shareholders look on with cautious approval. The result is a company moving in two emotional directions at once: confidence at the top, and unease on the ground.

A Gloomy Christmas for 20K Employees
Christmas 2025 will be different for an American telecom giant and gloomy for its employees. News reports say Verizon Communications will implement a massive workforce reduction of up to 20,000 as soon as next week. Also, up to 200 stores will be converted into franchises to be operated by independent owners.

Verizon is downsizing, and the twin news regarding job layoffs and new business direction are the initial moves of Dan Schulman as Verizon's CEO. The former PayPal chief assumed the post on 6 October 2025.

On his first day as CEO, Schulman already laid out his priorities. 'We are going to maximize our value propositions, reduce our cost to serve, and optimize our capital allocation to delight our customers and deliver sustainable long-term growth for our shareholders,' he said.

Aggressive Transformation
During the Q3 2025 earnings presentation in late October, Shulman shared his vision on how Verizon will return to growth.

'We are going to take bold and fiscally responsible action to redefine Verizon's trajectory at this critical inflection point for our company. We will rapidly shift to a customer-first culture —one that thrives on delighting our customers,' Schulman said.

'These will not be incremental changes. We will aggressively transform our culture, our cost structure, and the financial profile of Verizon in order to put our customers first, compete effectively, and deliver sustainable returns for our shareholders,' he added. His predecessor, Hans Vestberg, was network-first focused.

Financial Highlights
In the three months ended 30 September 2025, total operating increased 1.5% to $33.8 billion compared to Q3 2024, while net income climbed 48.2% year-over-year to $5 billion. On a year-to-date basis, the bottom line increased 18.1% to $15.2 billion from a year ago. After nine months, free cash flow reached $15.8 billion, up 9% year-over-year.

Total broadband connections rose 11.1% to more than 13.2 million versus the same quarter last year, including 306,000 broadband net additions. The partnership formed with Tillman Global Holdings' Eaton Fiberlast October will expand Verizon's broadband offering.

Schuman notes that, for the past few years, Verizon has relied too heavily on price increases for financial growth. He believes that over-reliance on price without subscriber growth isn't sustainable. He vows to discontinue the strategy.

Instead, the customer-first culture will simultaneously drive a much more efficient cost structure that fully supports incremental investments. Customers will delight in this without the decline in margins.

'My top strategic imperative for Verizon is to grow our customer base profitably across our mobility and broadband subscription businesses.' Schuman said.

No market success
Schulman acknowledged that Verizon's stock performance has been disappointing for shareholders. The share price stands at $41.11, up less than 10% year-to-date, with a three-year total return of 31.35%.

Despite this, Verizon, with a market capitalization of $172 billion, has increased its dividend for 19 consecutive years. Current shareholders benefit from a 6.71% dividend yield following the September hike.

Largest Layoff Ever
Verizon has yet to confirm the shocking news about the impending job layoffs. If true, 15% of the total workforce will be out of the company payroll. Remember, Schulman emphasized at the onset that aggressive change is needed through cost transformation and a restructuring of the expense base.

https://www.ibtimes.co.uk/verizons-layoff-plan-exposes-growing-divide-between-investors-employees-1754943

https://www.msn.com/en-us/money/companies/in-the-age-of-ai-ceos-quietly-signal-that-layoffs-are-a-badge-of-honor/ar-AA1QqxWA

In today’s CEO Daily: Geoff Colvin on how CEOs are becoming bolder about replacing human workers with AI.
The big story: White House considers reducing tariffs on food imports.
The markets: Down bad.
Plus: All the news and watercooler chat from Fortune.
Good morning. The wave of layoff announcements over the past few weeks is telling us something, most importantly, something that isn’t as easily measured as the number of jobs eliminated. It’s a change in the business environment. We can see this especially in big-company culture, a shift in what is OK and even virtuous to say out loud. Just maybe it’s signaling a new norm for employment and leadership. At its foundation, of course, is AI, regardless of whether companies say so directly.

Over the past two weeks. we’ve learned that Amazon will eliminate 14,000 jobs with plans to eliminate more. Target will cut 1,800 corporate jobs, the company’s biggest layoff in a decade. United Parcel Service reported it had eliminated a staggering 48,000 jobs so far this year. Verizon will lay off 15,000. Nestlé said it will cut 16,000 jobs, mostly white-collar, in the next two years. Why all those mega-layoff announcements in just a few weeks? The usual reasons don’t explain it. The economy hasn’t suddenly changed significantly. Companies could conceivably be bracing for a recession, though it’s far from clear when or if that might arrive; the Wall Street Journal’s October survey of economists shows growth increasing next year. The traditional season for general “slimming-down” layoffs is December and January.

The obvious explanation is AI. Amazon CEO Andy Jassy had already warned employees what was coming: “In the next few years,” he announced in June, Amazon “will reduce our total corporate workforce as we get efficiency gains from using AI extensively across the company.” The recent announcement emphasized “removing layers.” Target COO Michael Fiddelke (becoming CEO in February) didn’t say “AI,” but he said the company had “too many layers and overlapping work” and would “accelerate technology.” JPMorgan Chase isn’t announcing layoffs but is taking a stance to avoid hiring even as the company expects to grow. The company has “a very strong bias against having the reflexive response to any given need to hire more people,” CFO Jeremy Barnum told analysts recently. “There are definitely productivity tailwinds from AI.”

Note the language. It isn’t defensive or apologetic. Just the opposite—it’s direct and confident. Among Fortune 500 CEOs, having fewer employees is becoming a badge of honor. Call the new model Human Capital Lite, or from employees’ perspective, Right Sizing, Left Standing.

In January 2024, OpenAI CEO Sam Altman said, “In my little group chat with my tech CEO friends, there’s this betting pool for the first year when there’s a one-person billion-dollar company—which would have been unimaginable without AI and now will happen.”We’re not there yet, and we may never go there. But we’re getting closer.—Geoff Colvin

Contact CEO Daily via Diane Brady at diane.brady@fortune.com

I'll be brief, here are Qs that are on my mind:
(A) Who delivers notices
(B) Who is considered expendable
(C) Which tiers of leadership are already being notified

IBM has become such a dysfunctional relic that the most merciful thing left is for the company to sell itself to someone who actually knows how to run a tech business. Years of clueless leadership, bloated acquisitions, pointless reorgs, and nonstop layoffs have turned the place into a slow-motion train wreck where innovation goes to die and the employees who keep the lights on get punished for it. IBM isn’t “transforming” — it’s circling the drain. A sale might be the only shot this dinosaur has at survival.

So new board chair was on CNBC and spoke about the need to act and why. The story was factually incorrect though- why overly dramatize the doom and gloom? Yes, VZ has had a problematic trend and yes the company needs to alter strategy to address it, however he stated VZ has gone from 1st to 3rd in bond ratings (false, VZ still enjoys better bond ratings than TMO and ATT), market cap (pick the day and T/VZ swap between 2nd and 3rd, so not entirely factually incorrect), and marketshare- additionally share has fallen 30% over the last 8 years (false, share is not down 30% and VZ still has the most wireless customers- assuming that is what he was referencing). Change was/is needed, but the company isn’t failing- the income and cashflow statements are enough to prove that point. As a boardmember, executive, etc the focus is almost universally to drive confidence in the company- highlight successes, vision, strategies for growth, etc so that investors and others see the positive story (even when the true situation is more of a mixed bag). Why go on the largest business network and bash the company you chair with false facts? Either he needs to spend more time understanding the company he chairs, or this is to sandbag and lay the groundwork and justification for an absolutely unthinkable scale of change in the short/intermediate term. The later is unfortunately the likely answer.

15,000 jobs gone. A ‘streamlined’ future promised. Yet executive pay stays sky‑high and friends get hired into new divisions. If we truly want transformation, let’s stop cutting the backbone of the company and start listening to the people who actually make it work.

Our bud Hans, riffed and pushed into the background with TENS OF MILLIONS stuffing his pockets.
It's good to be the King

Hilarious - just think of all the SLT who have been building up their financial future on their stock awards.

As these were over $27 not too long ago, given a stock price of $2.70 today, their ‘stockpiles’ are only worth 10c on the $ now.

Oh, what a shame.

Name every decision you've made that positively impacts TU employee lives over the last 3 years.

Since 2020, Udit Batra’s total compensation at Waters Corporation has grown by about 95%, rising from about $5.7 million in his first year as CEO to more than $11.1 million in 2024.
Batra’s pay is ~132 × the median employee’s compensation, according to Waters’ own proxy disclosures. 

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

Is this true? How confirmed is it? If true, this means VBG and VCG could be combined going back to 1.0

DXC's Jennifer Ragone Recognized with the 2025 N2Growth Leaders40 Top CHRO Award.

Exciting times. Way to go.

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.

Anyone know anything about this department? How is their long term outlook and how is the work/leadership?

At the rate we’re going, the entire C-Suite will be former PayPal executives.

I use PayPal, can I be spared from the Riff?

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

Dan has yet added another prior colleague to the team, EVP Chief Transformation Officer...Be nice to folks so they can take you w/them wherever they 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.

Does anyone truly know what this company‘s plan is as a long-term employee? I question this myself. There seems to be no career path no talk about company status. Very slow at releasing new equipment very poor at supporting direct operations. It just seems like nobody cares about anything anymore internally. I would think with the right people in the right places in upper management things would change drastically, but have been stagnant and a shame for a while.

https://www.intelligentinsurer.com/john-neal-wont-be-president-of-aig-after-all

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.

Jim Farley was surprised to see how much less components and wiring in the Tesla and Chinese EV. Ford did the tear down of the Model Y in 2021 and it shows how superior Tesla vehicle design is. Farley had no idea and Ford vehicle design stayed the same as it was for 100 years. What a joke.

Rawool Fernandass announced with great enthusiasm “My leadership is uniquely leaning itself toward strategic penetration as we fully embrace a deep engagement with our organization’s Assponential operating framework".

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

It's not a merger, They have conquered TU and spoiling TU products and core teams who build these systems for so many years. There models failed from past 3 years and poor in managing their own Neustar systems. Inefficient to understand TU systems and how important these are for consumers. They are finally making sure all these systems sinks before they leave.

Leadership is saving Neustar team and kicking out TU core teams just believing their bullish overhyped products which are worthless when they try to implement it in past 3 years.

When are the leadership going to realize they are just a part of the overall machine…if they don’t take the employees with them this whole thing is going to fail…badly

A simple google search would tell any prospective employee to stay away… not to mention threads were people are trying to piece together what’s going on because leadership is being super shady. It screams toxic in the worst possible way.

Reflecting back on the past 25+ years....wow we really had great leaders who built Verizon the right way in Seidenberg and Denny Strigl. They literally started from the bottom and moved up to CEO. It's been downhill in leadership ever since .....

From Ivan:

“Leadership is all about standards . . . those people who watch you . . . they watch how you do your work. Do you cut corners?”

“Leadership is also about respect – how you treat other people. Do you treat others as equal?”

"...when you're in a position of power, what you think is right and correct doesn’t always mean it’s right and correct. To earn respect and trust, a good leader performs the job according to the needs of the people around them, rather than their own ideas. “It wasn’t what I thought was a good job, it was what the people around me thought was a good job.”

Leading by serving the needs of others may sound counter-intuitive, but it’s an effective technique.

It was a rough 8 years watching Hans post his daily morning runs, weekly sporting events and late night concerts. We wasted 8 years with him. He was a Trojan horse.

Has Met with Indian PM Last year and promise more jobs
Now Verizon has 8000 US jobs to Indian on top of that All The IT Jobs moved there then HCTEL 10,000 Plus given to India
Verizon Leadership Sold the employees for Kickback
Top Kickback taker : Sampath Sowmyanarayan , Shankar Arumugavelu
HAns and all the SVP

They are hungree for extra zero
If wall street investigate them and their kids and family member will find the kick back india they saved there

Even New CEO he is here for money he is getting $1.5 Million plus 250% Bonus and 17 Million stock ...for him win win employesss loser loser

I’m genuinely curious if anyone else wonders what’s going on with Nike’s HR function. The constant layoffs, reorgs, and shifting structures are confusing at best and destabilizing at worst. If HR can’t get things right for themselves, how are they supposed to get it right for the rest of the company?

In my experience working with that team, it’s a mix of highly competent people and others who are… not. Like many parts of Nike, it often comes down to who you know and how willing you are to step over others to get ahead.

The latest move…eliminating the head of Recruiting and burying the function should be a signal to everyone. Maybe the person in the role wasn’t the right fit, but that’s neither here nor there. The bigger concern is the direction of the function as a whole. It feels like we’re heading into a darker period, and the signs are all there.

It's really telling to see an industry article on Medtronic and what do they chose to highlight? Micra! They have to go back 10 years to find a great success story - and all the leaders who said YES to micra before the project even had a name, or who pushed to got it though to market are long gone, who remains behind are people that are content to ride the coattails of that original work, keep patting themselves on the back about how innovative we are, but meanwhile fall behind the competition as they watch their quarterly earnings and their MIP targets. This used to be such an ambitious company and now its totally acceptable to be "meh".

David Kim and team will be leaving to go work for Peter Adderton, the former owner of Boost Mobile. Dan is selling and exit under-performing businesses. I think we can all agree that Verizon Value is not valuable.

Heard Jeff’s vest was in NJ today. Who’s got the T? What did he say?

For the SVPs and VPs that were notified, what happens to their roles? Do they just get replaced with someone new? Do their teams get moved under other SVPs or VPs?

Add a quarterly reminder on your phone starting Feb 9 (~ VCIP townhall) to ask your leader how opex per boe has changed since Jan 1 2026 and what are we doing about it. We cannot stop asking this ever. Do not let them surprise you in a few years that costs are up another 20%. Hold them accountable.

If you see cost creep around you, just play it cool and write to your VP. They'll like it. Skip middle management. They'll learn.

CEP if you are reading this you need to create an anonymous cost creep hotline.

With any luck, we can avoid the next one. 10% cuts are large, 25% is derilection of duty and utter mismanagement, with consequences only for the rest of us.

Don't just watch it happen to you. The food on your family's table depends on it. Good luck. Add that phone reminder

Verizon is in this situation because of poor leadership, which was replaced with poor leadership, which is now being replaced by more poor leadership.

Just once, has any of these feckless leaders held themselves responsible? I mean they blame the economy, they blame COVID, they blame the employees. But they never take responsibility.

Isn't that literally in the credo?

But, it is the employees who will suffer. Hans will never have to worry about buying groceries, or losing thier home or paying medical expenses. Neither will Dan. They care about nothing and no one else.

The are typically sociopaths (and yes, there are peers reviewed scientific studies that show this).

Just once...