#offshoring

All of legaltech engineering will be made redundant. Legaltech products go to India where they die in maintenance mode.

Let’s face it. It sure looks like CDW leadership has decided the future is cheap offshore labour, and North American employees are just collateral damage. The people at the top get their cost savings, the workers get their pink slips, and the customers get to deal with whatever mess is left behind.

Was this the plan all along? Gut the workforce, ship the jobs overseas, squeeze every last penny out of the operation and call it a brilliant business strategy?

And when the whole bloody thing goes to sh-t, you can bet the geniuses who cooked up this scheme will blame everyone but themselves. BRING IT!

Perfectly said, @4hg+1m4rdtc2e.

Multiple sources internally report odd behavior in product team directors, VPs and upper middle management. Product and support teams are being asked to thoroughly document process and tool usage. Directors and managers are MIA for large portions of the working day. Upper managers are now playing politics now to fight for headcount and relevance while deciding which teams and employees will suffer next week.

More rumours suggest VPs and Directors are being told to further drive AI adoption in all teams, not just product and support, and remove backfills from the west workforce while creating new roles in Bengaluru. Their plan is to reduce the American workforce permanently in favor of cheaper labor that can leverage AI.

Employees with a remote or hybrid category are being targeted. Employees co-located to direct and middle management will be protected. Remote and hybrid roles will be targeted. Product, sales and support teams in the Americas will take the largest hits. The rumoured target is appr. 4% reduction in force.

I encourage all of you to reach out to your Senators and Congress members and let them know about the outsourcing of our professional roles. Banks get FDIC protection and many other tax benefits from the American People. Not to mention all our business.

...Please realize that Offshoring and lower labor costs remain central to IBM's workforce strategy...

The obsession with centralzation, offshoring, and squeezing every last dollar out of the business is classic MBA thinking that looks great on a spreadsheet and fails in the real world.

You CANNOT run a complex org by treating people as interchangeable costs and ignoring those who actually understand the business.

Eventually, the bureaucracy, declining service, and loss of talent will cost far more than these supposed efficiencies ever saved. At that point, the game is over!!!

Another US company moving work overseas....

US Cadence offices had small yearly layoffs at the end of October in 2024, 2025, and 2026. Layoffs may coincide with internal restructuring to align teams and cut salary costs in favor of offshoring to their captive offices outside of the US. Scrutinize overly positive Glassdoor and Indeed reviews for bias.

They want a larger reduction in US based head counts.
This is all about going global and call centers outsourced and for the average customer dealing with Mumbai or Philippines or Brazil regarding their 401k
High net worth might get a US based professional after leveling up a couple in the call center ladder.
Either way it says they know they’ve reached their zenith it’s all about hanging on in a hostile global economy.
The US citizen employees obsoleted and left out to dry.
The new normal.
These are the good old days.
Elections do have consequences check out X page. Truth in freedom

We talk to brokers every day on the phone that have been transferred over from people overseas. They are angry. Almost every day a broker tells me they are going to stop selling United healthcare because they’re so fed up with this company. The company might be saving a few dollars on labor by sending all jobs overseas, but they are going to end up losing much more money from all the people that are leaving United healthcare. Wake up Management.

It’s easier to fight the system from the inside. It breaks my heart knowing all of the jobs being sent to India when it’s Americans’ money in US Bank. Is that what Americans want no matter who the bank is?

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.

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.

Feels like Mortal Kombat after today's call and GK effectively telling us remote people we have no future.

We knew we had no future when they told us no more raise, no opportunity for promotion , etc.

But today, she just told us we will be all layoff.

And the reason is stupid, we do our job fine.

How is sending all the remote job to India making us a better Bank?

Why does she treat us like garbage?

DXC was selected as the MSP for my previous employer and we were shifted over to DXC. During my time with them I have seen almost nothing but shear incompetence and no common sense from the majority of the offshore teams. Simple tasks that a European or American engineer would accomplish rapidly and without guidance have to be thoroughly explained and reiterated over and over to the offshore teams, and even then the work is either performed improperly or not at all. Obtaining status and timelines are also met with frequent, and obscure "we're working on that" or "we will check on that" without ever receiving useful information. The offshore team members outnumber the onshore team members by 3-4x's yet the work output is abysmal. When the offshore teams encounter something that isn't thoroughly outlined, rather than working through the issue by researching or even using simple tools like Google, they immediately stop and proceed no further and you're lucky if they reach out to someone about the issue in any reasonable amount of time. The client I support is absolutely exhausted from dealing with the non-stop issues, lack of accountability, constant back and forth and overall terrible support from DXC's vast empire of offshore employees that there is serious talk by leadership of ending the contract and bringing support back in house. This isn't only limited to this client either, my former team was split to multiple clients and the sentiment is the same across the board. This isn't a dig on foreign workers, but when the support provided is barely better than partially trained interns it makes it difficult to speak highly of them.

Enough is enough. All these GCCs mushrooming across the globe aren’t savings, they’re a massive cost drain. On paper we pitch it as labor arbitrage. In reality, we’re bleeding money in many ways no one wants to put on a slide.

Here’s what it actually costs the company:

Duplication and rework: The same work gets done 2x, 3x, 4x across several functions and regions because no one is clear on ownership. Then we pay again to undo and redo it.

Coordination tax: Endless meetings, handoffs, time-zone ping-pong, and “alignment” calls that add zero value. Hours turn into weeks.

Quality and speed hit: Confusion over who owns what slows decisions to a crawl. We ship late, ship broken, and pay to fix it.

Attrition and morale: Good people burn out navigating the bureaucracy and leave. Replacing them costs more than we “saved.”

Leadership overhead: We keep adding layers just to manage the GCCs instead of managing the business.

Needless travel and real estate: do we even have a number of how much we spend on T&E with GCC travel as well as the real estate?

So leaders, stop hiding behind “labor arbitrage.” Wake up. Stop the endless mushrooming of GCCs. Have some common sense and dignity, and start running the company like you actually care about costs and outcomes.

I can't imagine another layoff before and during 2027 helping revenue growth during 2027. I feel like this is more of a failure to launch new products/being competitive in our market spaces. Over on the developer side, a lot of the mainstay FIS products are being partly sunsetted by having off shore teams just doing security patching with no new features. To me, they are probably accounting for this in their guidance and hoping for new products to pick up the head wind in 2028.

Just my 2 cents. Trying to make sense of the call as a whole.

We had outsourcing to Hyderabad then Bogota, where are the US jobs going next????

Seriously, was on a call and a third of people were in LATAM.

I've seen and heard of almost every single L7+ leader of people in the company that work with TII is visiting the new campus in India from beginning of October through January. Does anyone have any info on why? There's absolutely no reason for them to be flying so many people out just to tour a new shiny campus. Feels like more of our work is shifting to TII.

Curious if anyone knows whether the commercial banking/UW statement spreading team will be eventually forced to RTO? This team's primarily been work from home and job postings still seem to be remote for most part

Any rumors of this group eventually being outsourced to India? Anyone from this group have any insights?

How is a company based in the US having the majority of its workers based in India?

What is the ratio? 1:20? There has to be a law against this. Also with other companies doing this, what do they expect the millions of SWE getting laid off to do? This will backfire badly, in everyone’s faces.

No hate to Indians btw.. they want to work just like us. I’d take the job without any hesitation if the roles were flipped.

Ask them if they would be happy to get their Health, Prescription, DOD member insurance through Hyderabad office.

You must write if you need a change.

https://apnews.com/article/h1b-visa-program-vance-microsoft-e7b3a407f822702b269ee277d21343ea

Headcount doesn’t usually “bleed out” overnight. The warning signs show up long before the announcement.

At BNY, the biggest red flags are already visible: headcount declining without major layoff announcements, growing hiring in lower‑cost hubs like India and Poland, jobs leaving without being backfilled, office consolidations, constant reorganizations, and leadership talking nonstop about efficiency, operating leverage, automation, and AI.

None of those things automatically mean layoffs, but when they all show up together, it usually means restructuring is already happening behind the scenes.

The pattern employees keep describing on this forum is simple and unavoidable: fewer people, more work shifted offshore, more automation, more role consolidation, and fewer opportunities for experienced U.S. workers.

By the time a formal layoff is announced, the process is often well underway. The strongest signal isn't a press release or WARN notice It's watching headcount quietly shrink while leadership continues talking about transformation, operating leverage, productivity, and efficiency gains.

Don't expect any public communications from BNY. In fact, the last publicly available U.S. WARN Notice was from the Jersey City location in January 2024 for only 62 positions. Leadership won't ever describe these as "layoffs" but as "outcomes of the business."

Looks like Leadership will continue to be force feed us a strict Word Salad Diet. The Transformation Playbook says so.

Laying off local folks while offshoring all they can - that's wrong on so many levels and deserves to have some consequences. I hope customers leave in droves.

I was voluntold to accept "early retirement" in 2024. I had the pleasure of transferring knowledge to the offshore Accenture team prior to my "retirement".

What l noticed was that all Veterans of the US Armed forces in the department (myself included) were over 55 and pushed out the door.

I would be surprised if management knew or cared that the department kicked all Veterans to the curb.

That's my pre Veterans day message.

So if Xerox is looking to cut per copy cost AND many of their machines are going to the Lexmark engines why can't they start reducing the expensive EA toner from Webster plant and switch over to the Lexmark Unison toner?
The union in Webster must be way more expensive that making it in terriff free Mexico anyway, right?
If they need the EA toner for legacy machines why not make it in Mexico where the Unison toner is made for Lexmark.
Wouldn't this concept make us more competitive and still make substantial profit?

At this point they should move head quarters to India. It’s becoming extremely frustrating and slow working with this new model where everything is either being transferred to India or AI.

They cut the entire finance AR team. Off-shored the positions.

On a scale of 1 to 10 when it comes to corpo BS generator, that email was 100. "will reconsider where work is performed. "global capabilities more effectively." AKA, outsourcing to India.

The real issue isn't India, Poland, or visa holders. The real issue is transparency from elected politicians, government agencies (EEOC, Dept of Labor) and corporate accountability.

Companies like BNY can move work to lower-cost locations and call it "transformation," "modernization," or "talent strategy." Employees see something different: jobs moving offshore, more visa hires coming onshore, experienced workers disappearing, and very little public reporting that shows the true impact on the U.S. workforce.

Politics matters, but this isn't a Democrat-versus-Republican issue. Both parties have supported globalization, visa programs, and economic policies that help large employers stay competitive. Neither seems particularly interested in requiring companies to disclose how many U.S. jobs are being moved overseas versus how many are actually being created here.

BNY, like many large banks, benefits from visa pipelines. The company gains access to reasonably skilled resources, lower turnover, and workers whose immigration status is often tied to employer sponsorship. In some cases, recent F‑1/OPT and other visa-program participants may also offer payroll or tax advantages compared to hiring experienced domestic workers.

At the same time, state and local governments hand out tax credits and incentives for job creation. On paper, it looks like growth and investment. To many employees, it looks like experienced workers being replaced with lower-cost alternatives. Look at US sites in Pittsburgh, Jersey City, NYC, and Lake Mary.

That's why people keep asking the same questions and with good reason:

How many U.S. jobs were offshored?
How many experienced workers were replaced?
How many positions were filled through visa programs?
What tax incentives were received?
What is the long-term plan for U.S. careers?

Until government entities and companies like BNY start answering those questions honestly, employees will continue assuming the worst. From their perspective, the jobs keep disappearing while leadership keeps saying everything is going according to plan.

No shade to the winners but did both Challenge Coins from Evanko go to AI adapters? Not surprising, but what is surprising is that he is not even hiding the fact that patients are not our priority. But saving money by ANY MEANS is (AI, offshoring and then layoffs). I know leadership reads this website. We are not d-mb.

Many of you may have noticed an increase in divisive content on LinkedIn lately. It’s become a near-daily occurrence in my feed. One recent post on offshoring roles to India stood out, and I’ve shared the link below for anyone interested.

My view: the talent in India is strong. But the strength of a talent pool doesn’t guarantee the quality of the people a contracting firm assigns to your engagement. Outcomes depend on how vendors are selected, how talent is vetted, and how the work is governed. Those are the questions organizations should be asking.

Enjoy the read, several employees have liked the post and a tip of the cap to their courage.

https://lnkd.in/p/gDgEya43

The email arrived at 7:03 AM. No subject line. Just a calendar invite titled "Organizational Update."

You click it. The meeting starts in twelve minutes. Your hands are already cold.

The voice on the call is calm. Too calm. "As part of our commitment to making care more affordable," it says, "we are reviewing staffing to meet changing market dynamics." The words sound human, but they aren't. They're a spell. A lullaby sung before the lights go out.

Someone in the chat types: Is this a layoff? The message vanishes. You're not sure if it was deleted or if you imagined it.

The slides advance. A map of New Jersey appears. Then California. Then Illinois. Little red dots bloom like wounds. Five hundred and seventy-two in one state . Ninety-two in another . Ninety-eight in a pharmacy that used to fill prescriptions for the chronically ill . The dots spread. The map bleeds.

You look at your coworkers on the screen. Their cameras are off. They are already ghosts.

The voice says "redeploy our talent" and "support affected team members." You've heard this incantation before. It means nothing. The last person who believed it was walked out by security before lunch.

The meeting ends. Your calendar refreshes. There's a new event: "1:1 with your manager." Fifteen minutes. No agenda.

You stare at the screen. The cursor blinks. Somewhere, offshore, a replacement is already learning your job. The reorg doesn't ki-l you all at once. It just keeps taking pieces until there's nothing left to cut.

The invite sits there. You don't click accept. You don't have to. It's already happening.

I keep hearing that Budapest and Prague are next on the country program list. Anyone have intel? What about Bangkok? They have become more expensive but quality is finally starting to improve after a years of post migration hand holding.

A friend of mine at Shell told me they started the India BTC trend so are a few years ahead of us on the journey. She said they have tried and failed to make it work and are starting to back away from the model as their data tells them it isn’t working and they have tried and failed to make it work. Anyone else hearing the same?

American Fortune 500 companies should be prohibited from offshoring jobs that U.S. workers can perform or face penalties substantial enough that outsourcing is no longer the cheap way out. This is ridiculous. These companies are bending American workers over.

On se tape encore une fois une sale nouvelle : 65 personnes sur la sellette cette fois, après une première charrette quasi identique juste avant. Notre CSE ? Une putain de mascarade, complètement inutile et totalement vendu à la direction, ils mangent dans leur main, c’est gerbant.
Faut qu'on se bouge le cul et qu'on parte en grève illico. C'est le seul moyen de leur mettre la pression et d'arrêter cette deuxième vague de licenciements. Sinon, ils vont tout délocaliser dans des pays low-cost et nous jeter comme des malpropres pendant que les actionnaires s'en mettent plein les fouilles.

14% success rate.

Offshore is where companies go to die.