#leadership

After failing to lift the sales, the leadership is ready with the next list impacting many old timers at the senior roles, the remaining testers and the product which is always creating top issues with weak revenue stream. Many people are being put into difficult situations intentionally for them to resign. Many did already and impossible situation for the rest. This is a big s**t hole now for Coupa 1.0 folks with no win, whatever effort they make.

Let's go over the basic results of the last 3 years..... and some basic facts of what's happened on the Re-Joyce era of NSIT. Now in Lame Duck mode..... LOL

Base Salary = $6Mil? $5.5? (Can feed a few families with that now can't you....)
Stock Sold = $2,0100,000
Shares Outstanding = $48,460 = let's say at $80 to be optimistic LLOL, since she'll be a lockout insider post Jan (and by then the stock will of more than likely be in the 70's at this pace) = $3,876,800
Shares Purchased = 0

Damage done to this company = Priceless
Sr Leaders hired with out the needed skills or competence = >20? >25?
Individuals laid off = 1,200+ (Easily) <- If you have a better estimate, put it in the comments
Job Offshored to India / Philippines ± 800
Market Cap Erosion = $3B
Current Market Cap = $2.784B
Previous Market Cap High = $5.78 billion (Thanks to riding Ken's Coat Tails)
Quarterly Estimates Missed

Q3 2025: Missed both EPS ($2.43 reported vs $2.49 consensus) and revenue estimates ($2.0 billion reported vs $2.15 billion consensus).
Q2 2025: Missed both EPS and revenue estimates. Revenue missed by 2.9%, and EPS missed by 33%.
Q1 2025: Beat analysts' EPS estimates by 2.5% but missed revenue estimates.
Q4 2024: Full year 2024 EPS missed expectations.
The available information indicates a recent trend of missing revenue estimates, particularly in the latter part of 2024 and through 2025, while EPS performance has been mixed, with two beats and two misses in the last four quarters. A complete history for the entire three-year period (from late 2022 to late 2025) would provide the exact total number of misses.

That's only one year, still not something to be doing Ted-X Talks on or guest Forbes articles.

Thanks InsightGPT!

So if rumors are true, looks like Boulben’s org is being hit hard. Deservedly so. I counted at least 20 AVP’ers and above. Seriously? For an org that really drove us to a lot of the issues we’re having. Kept raising prices and a lot of questionable value-prop decisions. If the trend continues, I applaud Dan’s decisions.

Penny Pennington announced Edward Jones is the official Wealth Management partner of the Big XII Conference. This figures. A third class wealth management firm for a third class athletic conference. Everyone knows the top two conferences are the Big 10 and the SEC. Come on, Penny, if you really mean business you should do better. Everyone knows you are not a real leader and you are in over your head. That is why you could only secure a deal with the Big XII. While the Big 10 and the SEC have been adding programs leading the NCAA in positive growth the Big XII has been losing programs and been scrambling to pick up third tier programs to fill the holes. This sounds very similar to Penny Pennington's leadership at Edward Jones. While top leaders at Schwab, Raymond James, and LPL take talent from Edward Jones Penny Pennington is scrambling to fill the gaps as best as she can. Penny Pennington is just not adding up. Penny Pennington has already sealed her fate as a doomed leader in firm history.

The 3 CEOs before Gail served an average of 4 years while she has been here for double the amount of time.

Here is a history of how long the previous CEOs served at Elevance/Anthem/Wellpoint.

Gail K. Boudreaux- CEO of Anthem/Elevance since 2017 (~8 years)

Joseph R. Swedish- CEO of Anthem from 2013-2017 (4 years)

Angela F. Braly CEO of Anthem from 2007-2012 (5 years)

Larry Glasscock CEO of WellPoint from 2004-2007 (3 years)

I find the posts on Linkdin by various leaders at Verizon, to be completely tone deaf. Fancy dinners, and trips to Paris. Sure, it might be work related, but its a real slap in the face to be living it up in luxury while your employees are preparing for the worst. Do better.

If AI is supposed to replace mundane, everyday tasks then why wouldn’t we reduce GP headcount further? Some of these GPs do not add any strategic value, they seldom make critical decisions and don’t have the competency to lead the people through 2030. We can cut further cost to fund the 2030 ambition and still attain sound input through AI.

Why is this new CEO- opting to be so cryptic? He has a company with highly talented employees wearing a dozen hats each. They all deserve at this point, to know what the new game plan is-
Every Verizon employee has been digging in, trying their best to keep things afloat, especially the last several years-

After every layoff- VSP/ISP talent has been lost and the work load consolidated. Yet even with all the internal struggles - we keep at it.

If Dan truly wants Verizon to succeed- he needs to be candid and up front with his employees. We can handle the hard truths- we can deal with change and limitations- but the C-suite silence is destroying the company from the top down.
Dan- be different-be frank- tell the people at Verizon what is happening and do it sooner than the Nov. 20 mark- the internal barometer is tipping negatively and once it goes too far we are looking at Sprint 2.0-
You are losing trust, confidence, and support from your workforce. We all know what is coming, but the way you are decidedly unveiling it- especially in these economic times, with all the political theatrics happening in DC, only exacerbates and compounds the situation- any other year might be fine- but this is not the current weather for it.

Come clean and do it quick- or everyone here will soon agree you’re no better than Hans……

HR and leadership teams remain intact despite large cuts to technical and customer service staff... They exist to serve themselves.

I’m concerned that the current CIO may not have the depth of experience required for a large semiconductor manufacturing company. His background at PagerDuty, while relevant in a different context, does not clearly demonstrate the capability to lead in this type of environment. I would encourage a review of this appointment and the criteria used in making it.

As a dedicated employee with over two decades of service in Verizon's Global Technology Services (GTS), I've weathered countless layoffs and economic shifts, proving my commitment and resilience. I'm no benchwarmer—I've poured my energy into this company, and it's heartbreaking to watch talented, hardworking colleagues depart year after year. My own time may come soon, but I'm not deterred; I'll land on my feet with a great opportunity. What truly saddens me is the thought of leaving Verizon in its current state, as I'm deeply passionate about our customers and the potential we hold.
Through my experiences, I've observed patterns in leadership that undermine our strength. When leaders aren't rooted in this country—even if they're citizens—they often lack a deep connection to its values and economy. They surround themselves with like-minded individuals who prioritize loyalty over innovation, creating echo chambers of "yes-men" rather than diverse, challenging teams. In GTS, the prevailing strategy seems limited to layoffs and rebadging, with little investment in developing talent here in the U.S. While global recruitment for top skills is essential, it shouldn't come at the expense of local communities. You hire an American employee,he buys car in local dealship who in turn buy Verizon services. True economic growth thrives on a cycle: Hire locally, and those employees become customers who fuel the business.
The principle is simple: Be local and stay local. If we're expanding hiring in India, we must pair it with strategies to grow revenue there—selling services and building markets to create a balanced, self-sustaining ecosystem. Unfortunately, this shortsighted approach is spreading beyond GTS into our Business Organization, where Indian leaders are bringing in H1B visa holders as Directors and Senior Directors from VDSI India. Many of these appointees lack strong technical expertise or effective communication skills, yet they rise due to unquestioning allegiance rather than merit.
I hope this trend reverses. Our CEO has the opportunity to champion a bold vision: Prioritizing American talent, fostering genuine diversity, and investing in people who drive innovation. With or without me, Verizon can emerge stronger. I love my job and this company dearly—let's rally behind leaders who can guide us out of this mess and toward a brighter future.

Dan said that most of his transformative change would be unveiled in his next 22 days as CEO. Week #1 revealed him hiring his PayPal buddy. What do you think will be revealed this week? Are you as excited as Dan to be part of the transformative experience?

SB wants everyone to pitch in but his “team” is abandoning ship.

https://www.instagram.com/reel/DQwLzm7CDbU/?igsh=c3NpdWg3dHdxbW9i

In the email about lp they also talked about this new director role. Is ej finally gonna stop pretending gp is about anything other than how much you kiss up? Some of the partner jobs are less scope than some of the dl's so guess if you have a big job but you aren't on the favorite kiss up list you get to be a "executive level" director now? nowhere near the money but all the work while they hire a gp over you who you have to tell how to do his job.6 years this place keeps going down

does anyone remember the epayments cto who was completely unhinged and not exactly competent. he was truly the beginning of the end

Someone who actually knows how to build products. Also replace engineering leaders. But it’s too late now. stock below $20.

Moving teams to outsourcing companies like NTT, Infinite has completely misfired. Instead of improving efficiency, it crippled operations, destroyed accountability, and ki-led ownership. Rebadged staff don’t respond, don’t resolve issues, and have no stake in outcomes. Management must stop making these reckless decisions — you cut inefficiency, not entire teams. What was meant to streamline costs has backfired, creating chaos and eroding trust. Leadership should focus on empowering in-house talent, enforcing accountability, and rebuilding culture. Stop outsourcing responsibility — it’s not cost-saving, it’s self-sabotage. Learn to lead, not to offload. Fix the structure before the foundation collapses entirely.

This week my new boss brought me behind the current to help untangle reorg chaos. He is new in role, so totally lost, and wanted my help on work flows, etc. Long story short, they eliminated multiple jobs with zero plan/guidance as how those responsibilities should be done. When I asked “what’s leaderships guidance?” The response was hand waving about centralization. When I ask what the skills/capacity are of the centralized team, more hand waving. It was then suggested, as a high performer, they’d like me to take on responsibilities of one or more of these roles. Here i pushed back, noting: 1) this was not what I applied for; 2) they dropped my role a psg, 1 below my current psg, and the new role would be a psg above the old role - so unless they adjust the psg, im not doing anything more (because what’s my incentive). I also suggested we needed better guidance from whomever established the new org design to understand what’s intended, and it was made clear to me there was no intentional design here, just a concept they want to make so. The lack of leadership from LT is appalling. And, I don’t see a way out.

But it got me thinking if it’s this much a cluster fu-k in my little corner, the rest of the biz must be as bad or worse. So let’s hear it! What’a broken in your corner of this clusterfu-k?

this isn't a complicated story

leadership pumps up the numbers with ethically challenged accounting

eventually there are no more tricks left in the bag

leadership parachutes out with inflated equity

new leadership "comes clean" and gets a ton of equity at deflated prices

everyone wins, except the dedicated employees

Just the usual garbage from AK to justify current layoffs for future AI growth. If you believe that, you'll believe anything.

Link --> https://www.msn.com/en-us/money/news/ibm-ceo-fears-about-ai-bubble-are-overblown/vi-AA1Q10z2?ocid=msedgntp&pc=W099&cvid=690f13a0d8fb4402a6385eb77a6e774c&ei=14

so it’s almost 1year for D Amman now as the Upstream President; how has he done so far? Nailing it and ready for the CEO or all talk and no trousers

I have no sales experience past little baby deals, can I be a CRO of a billion dollar company too?

Still can't believe how useless 60% of the LL5, LL6, Supervisors are at Ford.

Correct me if I'm wrong, but did Dan just add another C level position and fill it with a former colleague from paypal? Leadership at its BEST!

paraphrasing Tywin Lannister, Pulte (Joffrey) is a fool. He is cruel, but he is a fool.
We have had cruel kings, and we have had weak kings, and we have had mad kings… but I do not know if we have ever been cursed with a king who was all three.

If the growth projections were unrealistic, how did Frank beat them every quarter he was CEO? Is some of this you couldn't match up?

The first value listed on the vaunted Solventum mission slide is Put People First. I don't get it. How can senior leadership say with a straight face that they "put people first" when they so obviously do not? They could change it to "Put People at the VP Level or Above First and Everyone Else Second" and that would more accurately capture it. But why lie about it? Why not be honest and say, "Put Stock Price First"? (Bryan Hanson couldn't figure out stock price gains at Zimmer, but we'll set that aside for a second.) Why say you're "transparent" when you're not? Why send a company-wide email announcing a 4-year "Transform for the Future Initiative" six minutes before announcing that initiative on a quarterly earnings call? So many questions. Here's an idea, which I know no CEO will ever implement. What if, instead of creating Transform for the Future Initiatives, hiring more SVPs, and laying off more peons to cut costs and "reallocate resources," what if a CEO did something real and radical? What if a CEO said something like this: "I was going to lay off 2,000 more employees this year, but then I said no. We put people first here, so I'm putting my money where my mouth is. I'm cutting my salary, bonus, and stock incentive compensation package this year down to the average Solventum employee levels, and all my direct reports will do the same. Any new hires at the VP level or above in the next two years will NOT get signing bonuses. For example, we won't give singing bonuses like the one we gave to Tammy Gomez that is approximately equivalent to 30 years of the average worker's salary. Also, no more guaranteed severance packages that exceed one year of salary. In other words, we will actually implement the value we hold most dear, and we will PUT PEOPLE FIRST!" Okay, I know this will never happen. I live on the planet earth. But imagine if it did. Imagine how loyal of a following a CEO would get from his or her tens of thousands of employees. Imagine how little it would matter financially to that CEO and his direct reports, all of whom are already rich. He could even ratchet their salaries right back up again after "the year of impoverishment" and no one would care. And in the meantime, he would have gained a cultlike following of people ready to take a bullet for him. I'd argue he would get even richer over time. And most importantly, for one tiny flash of an instant of his career, he would be putting people first. I dare you, Bryan.

Rumors are swirling about the pending layoffs in store. I'm hoping that the cuts will not involve the customer service areas of our organization. If anything, we should be cutting the fat at the top. How many Market Presidents are there in the retail channel and what exact value do they bring? Our guy comes to Wisconsin, makes a big deal of his dinner plans and that's about all. As I said before - too much fat at the top.

https://investors.solventum.com/news-events/press-releases/detail/135/solventum-reports-third-quarter-2025-financial-results

Reeks of Inge's $500M/year claimed savings which never manifested. SAP started circulation at 3M in something like 2010, with the fever dream reaching maximum levels in perhaps 2014-2018. They had mandatory "Here, you matter" meetings and plastered the walls of the Quad with SAP propaganda (graphics of people holding a red ball and "You play a part" or whatever nonsense).

https://www.annualreports.com/HostedData/AnnualReportArchive/3/NYSE_MMM_2016.pdf

My gut is that Transform for the Future is attempting to juice the stock based on returns that will never manifest. I wouldn't be surprised if it is a rebrand of 3M's SAP promises, as the whole "Transform for the Future" verbiage is so vague. What are they spending $500M on, and where will the $500M/year come from? Could they really mean "We're going to spend $500M to complete 3M's partial SAP roll-out" and re-promising the same savings as 3M did in 2015?

I noted that "innovation" is put last, while redundant terms (cost structure and operational efficiency) are up front. Only savings are cited, not increased sales or new products (who are our "customers," again?). Doesn't inspire confidence that we'll be, you know, actually improving patients' lives. Feels like monkeying with financial levers to "create value" (C-suite money bags) where there is none.

Curious what others think.

Received a farewell email from a band 6 employee this morning. She is with corporate finance - enterprise risk management based in Lake Mary, Florida.

Thanks Bill Pulte for making it so easy to get rid of the few remaining whites DEI couldn't help. The kickbacks occur in India, Freddie cannot see them.

Brace for the impact :(
Big news next week. Chris you are not doing good job. You should leave with Venkat sinking entire company...
1st announcement shocked all employees on Nov-14-2023. Second one on March-2024 , repeating same window. you couldnt recover company even after 10% layoffs in last 2 rounds and silent layoffs from past 2 years. Dump your OneTru OneDev; At the end only you both will remain as ChrisTru and ChrisDev
Now you are ready to dump your stocks with the result of layoffs

Sure is fun to see all these pics on LinkedIn of Partner Summit. Our fearless leader and the executive minions living their best life while sinking this ship and ruining peoples lives. I hope the steaks at the Golden Steer were amazing.

No official communication or org announcement sent out about RTO. This policy needs to be explicitly stated. Managers relaying it down the line by word of mouth is toxic. List the policy out in an official notice to not leave your employees anxious and uncertain, shame on leadership once again.

It’s not entirely surprising to see these results when a company that’s neither growing nor shrinking decides to place relatively inexperienced people into senior roles across different parts of the organization, all at once. From one group to another. The decline in EBITDA and EPS speaks to something deeper — a lack of true leadership, professionalism, and understanding of how to steer a business forward.

What’s more concerning is the culture that seems to celebrate losses — where layoffs are treated as a sign of “efficiency,” masking deeper issues and compensating for poor financial performance. It’s an organization that appears more focused on politics than outcomes.

At this point, the “P” might as well stand for Party — because for some at the top, the rewards keep flowing regardless of results. The irony is that leadership likely recognizes these systemic flaws but continues to indulge in a system that benefits them. In the end, it’s the long-term everything is eroded including their own proposed values.

At least he has some ethics and the guts to tell the truth.

https://www.linkedin.com/feed/update/urn:li:activity:7389701612849774592?commentUrn=urn%3Ali%3Acomment%3A%28activity%3A7389701612849774592%2C7391498545918406656%29&dashCommentUrn=urn%3Ali%3Afsd_comment%3A%287391498545918406656%2Curn%3Ali%3Aactivity%3A7389701612849774592%29

C suites across the globe have shown their ignorance and that they are simply easily led automatons, just a bunch of flashy salesmans cucks more than anything.

Visier's previous report, Embracing the AI-Driven Workforce, focused more on the human element than you might expect. Credit: Visier

The problem, Derler said, is that most of the management don't actually understand the benefits of AI and how they can be applied. They haven't seriously considered the implications and are merely carried along by the hype.

https://www.msn.com/en-us/money/careersandeducation/companies-are-quietly-rehiring-the-workers-they-replaced-with-ai/ar-AA1PZZIE?ocid=msedgdhp&pc=U531&cvid=690dfac1e8bf4af181e1fe44bfa4019e&ei=11

While the new leadership is focused on cutting, Customer service needs to be addressed as the top priority:

https://www.reddit.com/r/verizon/comments/1oqujew/in_case_anyone_dealing_with_verizon_support_right/

This is just one example. I had a family member have the same issues this week, and cancel Verizon service.

A few things the leadership has to get right:

• Customer Service #1
• Ease of doing business with VZ, including intra-VZ customers/services
• Ki-l money losing businesses
• Collapse the org chart, and maximize resources in the process.
• Give employees a reason to be proud and generally happy. I dont think one discount perk will fix that. But, employees have to feel valued!
• Performance Culture, we expect excellence from employees

Layoffs will happen, but it can't be the headline of the business. or the #1 priority.

The CA has long been a joke as almost every project that won the award eventually turned out to be a terrible investment or otherwise bad decision. CA seems to be the kiss of death. A lot of people have old CA plaques hiding in their desk drawers. Can anyone think of a CA effort that was well deserved and added value?