#outsourcing

They've been telling you all that there are more coming. More outsourcing. More cost cutting.

$150 per month to outsource Truist BO

AI and shifting supervisory roles to lower cost regions like India can significantly reduce operating expenses in call centers. AI tools handle routine inquiries, automate quality monitoring, and assist agents in real time, which cuts down on staffing needs and boosts efficiency. At the same time, outsourcing supervisor roles to India lowers salary and overhead costs while still maintaining 24/7 coverage and scalability. Together, this combination allows companies to streamline operations, improve response times, and maintain service quality at a fraction of the traditional cost.

Nike has just posted multiple openings at IRC to backfill the roles that were laid off.
So, in other words, it was not a layoff, but simply outsourcing.

I heard that Accenture doing a "survey" and may takeover GNT / Engineering soon. Anyone heard the same?

How many different ways can Venky ruin this company from an operational role? He has a bunch of logistics professionals running sourcing & manufacturing, he is divesting of Vietnam factories to move to India, and now he is outsourcing IT to India. This company wasn't built that way!

They moved half our team overseas last year and the quality dropped immediately. But they saved money so nobody cares.

This is good news for all of us and very bad news for FIS.
Now FIS cannot replace your position even thru COGNIZANT.
They have to pay 200K salary.
Call your senator/congressman and ask to support this bill.

We tried to warn you early on a couple years ago that both outsourcing and AI was coming for al of our jobs. But you simply did not want to listen.

Well, now it is coming for your jobs as well. You should have listened and joined your voices with ours, when there may have been a chance if enough people would have early on voiced their concerns and complaints as to what we were all seeing.

Perhaps, leadership would have expressed upstream their employees frustration. And maybe senior leadership would have given in and taken a different course.

Around 100 internal customer service agents were laid off last week. Folks that were with the company for decades. Customer Service is now close to 100% being outsourced if not there already.

Seriously???? They latch on and never ever leave. We farm out more and more work and all they care about $$$$. What a way to destroy a culture. I honestly think we'll never

Heard around 20+ dispatchers laid off last week. Positions moved to a vendor in India.

We have enough intelligent people inside the organization. Cost saving? I don't think so. It usually takes much longer to get low quality work based on my experience with Indian.
Now we oursource our manufacturing jobs to China and white collar jobs to India. What has been left for our younger generation? Must be some dark powers that work behind this, let alone of the greedness of capitalist.

https://youtu.be/2oivxM6K4pw

Meanwhile I'm here, where they outsource more yearly and we have Project LLM (Project Literally Lose Millions) to accelerate slop to force us all to swim so slowly in garbage. Omg

A few long time great employees in the Collections department were kicked to the curb. Jobs being outsourced oversees.

I gave Waters everything. Late nights, weekends, all of it. Then they outsourced my job. Lesson learned. I'll never do that again.

UnityPoint Health announced job cuts due to outsourcing its IT and revenue cycle functions. The health system will eliminate 207 information technology positions. Further job reductions are planned for the revenue cycle department. Accenture will handle IT services, and Omega Healthcare will manage revenue cycle operations. This restructuring aims to reduce costs during a period of sustained financial pressure.

https://www.desmoinesregister.com/story/money/business/2026/04/15/unitypoint-layoffs-des-moines-outsourcing/89604998007/

"Hey everyone! We're gonna outsource to India and automate using AI! How does that sound! Rah rah!"
(su-kers cheer)

Just got off a call where Project Phoenix will be implemented- first in back office functions previously outsourced to India, PR, etc. Next will be the sales force. Strange that optimizing internal processes are the first targets instead of improving the state relationship but here we are. You will see me exit Gainwell soon. Good luck to everyone- layoffs are incoming across the board.

T-Mobile is laying off 75 workers in Austin, Texas. These job cuts are due to ending accessibility relay operations at its North Austin call center. These operations supported communication services for people with hearing or speech disabilities. T-Mobile is moving this work to its partner, Communication Service for the Deaf (CSD). The Austin layoffs are part of a larger round of job cuts by T-Mobile nationwide.

Austin, Texas

https://www.statesman.com/business/employment/article/tmobile-austin-layoffs-accessibility-services-22210346.php

UnityPoint Health will eliminate 207 IT positions later this year. Additional job cuts are planned for its revenue cycle department. The health system is outsourcing these functions to third-party vendors. Accenture will handle IT, and Omega Healthcare will manage revenue cycle. UnityPoint Health cites sustained financial pressure as the reason for these changes.

West Des Moines, Iowa

https://www.desmoinesregister.com/story/money/business/2026/04/15/unitypoint-layoffs-des-moines-outsourcing/89604998007/

Once certian projects are finished they will lay off the rest of that department and let L T I take over. Congrulations on working yourself out of a job. HR will mostly be replaced by a computer. Get used to talking to a machine. Middle management will be gutted. They won't be needed since LTI has their own management in place.

Projects will be downsized further and support groups dismantled and/or gone.

Operations you aren't safe. They are looking at you.

Anyone who is of retirement age will be next. If you have several complaints in your file you will also be gone. There won't be anyone left at cpchem except for a few in corporate. You are a number, remeber that. They don't care. They never did.

I heard the Command Center and Help Desk departments were recently outsourced before the New Year? And now from seeing this site, it seems that a lot of departments are being slashed? Wow. How is this affecting the day to day operations with the app support and daily prod processing that was always deemed critical?

Here’s our estimates on Walmart layoff activity for the next several months based on data we’ve collected. Some dates are specific and some are general. That’s due to business intelligence that either stands out, or, doesn’t stand out.

Here’s some facts that drive our estimates this time:

• April through August are traditionally high layoff times for Walmart
• Imbedded quiet days in April/May to allow for Q1 End, Q1 Reporting and Memorial Day.
• Project and budget reviews reveal considerable expense and capital saving opportunities do exist
• New capital projects to support AI are under consideration, including some eye popping infrastructure projects. All these projects will need to be funded
• There’s a considerable amount of tech outsourcing available (at favorable rates) to assume and run current systems
• Renewed focus on removing shadow IT projects and resources across the enterprise

Here’s our take on dates:

• [ ] 4/13 thru 4/28 increases to 70% likelihood of layoffs
• [ ] 5/6 thru 6/25 100% likelihood
• [ ] 6/30 thru 7/28 90% likelihood
• [ ] 8/4 thru 8/27 90% likelihood

Don’t agree? Tell us why.

If you weren't sure before you should know it now.

Not sure how this motivates anyone to care about their work anymore and you can't outsource your way to success.

I'm in part of CMS and I hear we are dropping all of our red badges in CR to others in some part of Asia.. Assuming it's India.. They'll be gone by the end of the month.

Anyone know what the acquiring company, chosen outsourcing company, participating companies are for Citi which would allow Citi to revoke severance?

Crocs is laying off MORE people in April of 2026, seemingly across the HR, Digital, Retail, Finance, IT, and Digital organizations, ahead of an outsourcing to Infosys.

This would be a great thing if we don’t know that 200+ people have to lose their jobs so the bank can afford it.
Really ads insult to injury. Tell an entire department being outsourced overseas then weeks later brag about this partnership.

The only Franklin Templeton phone skill still being serviced by FIS is the Retirement skill, Everything else has moved back to FT. Due to meeting their own staffing needs, FT has not given an end date to FIS. That leaves those Customer Service staff members hanging, waiting to hear if they have been hired back at FT or will they be laid off and get severance from FIS. Those who have moved back are scrambling to get set up to take calls, assist training new hires, acquiring new/legacy staff and standing a call center back up that was supposed to be handled by the contract with FIS.

Let's give a big round applause for another FIS failure didn't have to be, costing more jobs and another blow to the share price when it comes out.

From the emails and town halls, they are outsourcing some departments in two waves. We are near the end of wave two. We all received the email that future waves are not planned at this time.

But with AI, tension internationally, cheaper international call centers, demand for product changes, who knows what the future looks like.

And to the comment: umm yes, if they let people go they are probably age 40+. The people that continue work here are also over age 40 on average. Not sure why you made a comment on age, oh because you don’t work here.

Expect onshore, both FTE and Consultant, reductions now through June. Many TCS resources will be exchanged for MGCC employees. FTEs will be reduced through team consolidations. You will start to see movement soon.

I hear they let the CIO Kim M go . Had to be over this cluster of a deal with outsourcing IT. Wonder which dope from her staff they will put in place now.Hopefully they go to the outside and get someone to clean up her mess.

BNY’s “Art of the Deal” has evolved into a single, elegant operating principle: if someone, somewhere, can do it cheaper, that’s where the work goes. Labor arbitrage — the classic corporate maneuver of shifting jobs to lower‑wage regions with “cost‑efficient” labor markets — has become less a strategy and more a reflex. Afterall, why invest in career development when you can invest in currency exchange rates with a more certain and predictable value?

In practice, it’s simple: move high‑cost work to lower‑cost countries, call it “global delivery optimization,” and hope no one notices that the new team is operating under labor standards last updated during the Bronze Age. The savings look great on paper, especially when you don’t include the footnote about quality, continuity, or the sudden disappearance of institutional knowledge from the U.S. Labor Economy.

Enter Eliza, the newest cost‑savings miracle and workplace discombobulator. It doesn’t sleep or complain, doesn’t have federal and state workplace rights or require WARN Act notifications, and confidently produces answers in mere milliseconds that are well… almost correct. Leadership calls it “innovation.” Employees call it “the algorithm that took my job and then asked me to validate its output.”

Meanwhile, ethical considerations pile up like cord wood and read like a stack of unread compliance emails:

• Job displacement disguised as “strategic realignment.”
• Meritocracy replaced by “who costs less per hour.”
• Career development reduced to “train your offshore replacement.”
• Labor standards outsourced to jurisdictions where “worker protections” are more of a suggestion.
• Cost vs. quality resolved by redefining quality as “good enough not to trigger a regulator.”

In the end, BNY’s labor‑arbitrage strategy and its ethical decision‑making exist in a kind of corporate parallel universe—technically adjacent, rarely intersecting. Our 240+ year old bank celebrates cost savings as strategic genius while quietly outsourcing not just jobs, but responsibility itself. Meanwhile, ethical considerations like job displacement, fair labor standards, career mobility, and the integrity of meritocracy are acknowledged only long enough to be converted into bullet points for an Environmental, Social, and Governance (ESG) slide parked in the back of the deck.

In summary, if the spreadsheet says “cheaper,” the strategy says “approved,” and ethics becomes lost as a post‑decision branding exercise. It’s simply a system where cost wins, quality negotiates, and social responsibility waves politely from the parking lot.

More disgraceful and disgusting behaviour by this company.

https://www.abc.net.au/news/2026-02-11/telstra-axes-600-roles-in-redundancy-round-outsourcing-to-india/106331708

After the telco confirmed 209 jobs would be slashed from its AI joint venture with Accenture, Telstra workers said they had also been notified of more than 400 other potential job losses.

The total scale of the cuts was outlined in an email sent to staff on Tuesday at 4:49pm AEDT, in which CEO Vicki Brady detailed proposed changes to the telco's Telstra Enterprise and Telstra Consumer divisions.

I was offered the move to Cognizant last week and will be allowing the offer to expire EOD tomorrow. I wanted to put this out there as encouragement for others who are deciding to do the same that you are not alone. To those who are taking it, it is completely understandable and I wish you luck.

Nothing I have received from either Cognizant or FIS in the last week has given me any confidence in this "plan". The whole rollout and execution was dystopian. Clearly well rehearsed for many months, but horribly executed. 10 min to get questions answered with a 3 min notice. A portal to submit questions to that spits back out legalese answers, and does not offer the opportunity to schedule a 1-1 with an HR representative as was promised on the calls. Quite frankly, even if I made the move I would anticipate being back in this same position before the year is out.

There is nothing that I want to do less than work for another company while simultaneously working my tail off for FIS who could not have been clearer that my services are no longer required. Years of service , knowledge, and loyalty lost because of a poorly thought out executive level deal. The existing workloads are already out of hand, and now they will only get worse. The increasing reliance on AI and India gives me no confidence in either company.

It is obviously a risk to simply walk away, but the known alternative is not appealing. I hope this is not FIS' "Titanic" moment, but it's hard to believe otherwise.

Trinity Health is cutting jobs within its revenue cycle department. The healthcare system will outsource these non-patient-facing roles to an external partner. Approximately 10.5% of revenue cycle positions are affected by this change. The exact number of impacted employees has not been publicly disclosed. Financial challenges in the healthcare industry prompted these cost-saving measures.

Ann Arbor, MI

https://www.mlive.com/news/ann-arbor/2026/01/some-health-care-staff-laid-off-in-washtenaw-county-as-trinity-health-outsources.html

Need to some reach on mass scale various groups and educate them on how corporation is failing their mission, customer base, and employee wellbeing:

1) Medicare Membership — Educate on Failure to Pay Catastrophic Claims or Expensive RX
2) Employees — Layoffs on US Citizens and replacing by means of AI and Outsourcing and H1B Visas. Is it time for an Employee Union?
3) Shareholders — are executives being legal and honest and forthright in their dealings and state of the company? Is there any insider trading going on by executives? Are there stock buybacks to mislead shareholders as to the state of the company’s health?
4) Government Officials — Seeing as how Medicare is funded with tax payer dollars, reach out to Mayor, Governor, State and Federal Senators and House of Representatives.
5) Church Pastors and Church Membership — Educate them on how Humana is failing their flocks in time of need from a healthcare standpoint.
6) Local and National News Lead Reporters — as to delay and denying of claims, disgraceful large executive salaries, and major layoffs of good employees, including military veterans.
7) Better Business Bureau, AARP, etc.
8) Unions such as Teamsters — as to how start a union for nurses and other employees.
9) SEC — as to any known insider trading you may be aware of.
10) Lawyers — File lawsuits when Humana has legally wronged you by unlawful termination that you have documented.
11) ICE — report expired H1B Visas or those continuing to work well past the legal amount of time of six years in US.
12) Social Media — get the word out and shame Humana from a PR standpoint about unethical behavior of the company on twitter, facebook, reddit, facebook, tiktok, LinkedIn, etc.

I'm not an employee, but I do have some experience in slowing down situations many of you are facing at FIS. Please consider passing the following petition around and send it to leadership.

Petition Regarding Outsourcing and reading.Risks at FIS

Purpose
This petition is submitted by concerned employees to request a pause and reassessment of the current plan to transition internal roles to Cognizant through a rebadging arrangement. The intent is to highlight significant operational, financial, and strategic risks that have not been adequately addressed and that may materially impact FIS’s long‑term stability, service quality, and shareholder value.

1. Operational Risk and Service Continuity

Critical knowledge concentration
Many of the impacted employees hold deep, specialized knowledge of FIS platforms, legacy systems, client configurations, and regulatory requirements. This knowledge is not easily transferable, and in many cases is undocumented or context‑dependent.

Vendor turnover risk
Cognizant’s staffing model relies heavily on offshore labor and short‑tenure project rotations. This creates:

• Higher turnover rates
• Frequent handoffs
• Loss of continuity
• Increased onboarding and retraining cycles

These factors directly increase the likelihood of service disruptions.

Client‑facing exposure
FIS operates in a highly regulated financial environment. Any instability in support, development, or incident response increases:

• SLA breach risk
• Regulatory exposure
• Client dissatisfaction and churn

The outsourcing model introduces new layers of dependency that may not meet the responsiveness or expertise levels clients expect.

1. Loss of Institutional Knowledge

Irreplaceable expertise
Many employees being rebadged have:

• 10–25+ years of experience
• Historical knowledge of system evolution
• Deep familiarity with client‑specific customizations
• Understanding of undocumented edge cases

Once transferred, this knowledge becomes fragmented or lost entirely if employees decline the offer or leave shortly after rebadging.

Knowledge drain after Year 1
Industry data shows that vendors often replace rebadged employees with lower‑cost offshore labor after the initial transition period. This creates a delayed but severe knowledge collapse that companies often underestimate.

Impact on innovation and modernization
Institutional knowledge is not just about maintenance—it is the foundation for:

• Modernization initiatives
• Technical debt reduction
• Platform stability
• Long‑term product strategy

Losing this expertise weakens FIS’s ability to innovate and remain competitive.

1. Morale, Retention, and Cultural Stability

Morale decline
The rebadging announcement has already created:

• Anxiety
• Distrust
• Reduced engagement
• Increased attrition risk

Employees who remain at FIS are questioning long‑term stability and career prospects.

Retention risk among critical staff
Even employees not directly impacted may begin seeking external opportunities due to:

• Fear of future outsourcing
• Loss of confidence in leadership
• Perceived devaluation of internal talent

This creates a cascading retention problem that extends far beyond the rebadged group.

Brand and talent pipeline damage
FIS’s ability to attract and retain top technical talent is directly tied to its reputation as a stable employer. Large‑scale outsourcing erodes that reputation and makes future hiring more difficult and more expensive.

1. Strategic and Shareholder Risk

Vendor dependency
Over‑reliance on a single vendor increases:

• Cost escalation risk
• Contractual lock‑in
• Reduced internal capability to evaluate vendor performance
• Vulnerability during renegotiations

Acquisition optics
While outsourcing may temporarily improve short‑term financial metrics, it can also:

• Signal instability
• Reduce internal capability
• Increase integration risk for potential buyers

This may harm long‑term valuation rather than improve it.

Long‑term cost vs. short‑term savings
Historical data across industries shows that outsourcing often:

• Reduces costs in the first 12–24 months
• Increases costs in years 3–5 due to vendor rate increases, turnover, and quality issues

Shareholders deserve transparency on these long‑term impacts.

Requested Actions

We respectfully request that FIS leadership:

• Pause the current rebadging process pending a full operational risk assessment.
• Provide a detailed impact analysis covering service continuity, client risk, and long‑term cost projections.
• Engage employees in a structured consultation process to identify alternative cost‑saving measures that preserve institutional knowledge.
• Commit to transparent communication regarding future outsourcing plans and workforce strategy.
• Evaluate hybrid models that retain critical internal expertise while leveraging vendor support where appropriate.

Closing Statement

We submit this petition in good faith, with the shared goal of protecting FIS’s operational integrity, client trust, and long‑term competitiveness. The employees who built and maintain these systems are not obstacles to efficiency—they are the foundation of FIS’s success. Decisions that affect the company’s future should fully account for the risks outlined above.

Verizon isn’t a tech company. It’s a vendor-management company.

Strip away the marketing and the glossy 5G ads and what do you actually own?
• Spectrum licenses
• Some real estate (towers, buildings, fiber easements)

Everything else—core network gear, handsets, billing platforms, even the “innovative” services—is rented, outsourced, or white-labeled from someone else. Verizon doesn’t build; it integrates, negotiates, and marks up.

For a decade-plus that was more than enough. Mobile-device penetration went from ~60 % to nearly 90 % and then kept climbing. All the company had to do was count the cash. Hundreds of billions—bordering on trillions in cumulative revenue—rolled in with almost no heavy lifting. The network largely ran itself, churn was low, and Wall Street rewarded the steady dividend growth.

Then the hands came off the wheel.
Greed set in. Prices crept up, customer service eroded, and the attitude became “we’re Verizon—we’re great, right?”

Meanwhile, hyperscalers quietly swallowed the home: they own the routers, the streaming boxes, the smart TVs, the voice assistants. Cable operators and upstarts kept building fiber and fixed-wireless networks. Suddenly every carrier looks the same to the average customer. The only variable left is price.

And that’s exactly where we are today: a commoditized, stagnated industry where differentiation has vanished and the only remaining game is who can squeeze the last margin out of the pipe.

The easy-money era is over. The gig is up.
And now the board and execs woke from their stupor and are taking it out on loyal employees with the temporary, non-sustainable, oldest trick in the book: mass layoffs to “cook” the books for a short-term stock pop.

What is new, Dan?
What’s the plan and the big idea? Keep firing people?
AI may be part of it, but what else are you going to bring to build real, sustainable growth?