#overhead

Honeywell Aerospace is pushing hard to adopt direct charge billing across every business unit. I am on a team (I won’t say which one) that is going from indirect to direct, and it’s going to be a huge mess. We’ve been assured by our management that it’s only going to be a small change with how we do business, but the devil is in the details. We now have a work-to-time-off ratio we need to keep in balance and our overhead billing is expected to be very tiny.

Thank you Eliot for messing with a formula that worked just fine before.

We all know the 5B target... so how much has actually been cut from the balance sheet?

With so many office buildings sitting half empty, it raises an interesting question:

What if companies sold some of their real estate and embraced a truly virtual workforce?

Many offices already feel sparse, with some departments coming in fewer days than company policy requires. Meanwhile, businesses continue paying for office space, utilities, maintenance, security and other overhead costs.

Could those savings be better invested in employees, technology, innovation, or customer experience instead?

Remote work isn’t the right fit for every role, but for many positions, the traditional office footprint may no longer make financial sense.

Adding all the extra employees to Denver City from the properties offloaded greatly increases overhead. Cost cutting? Fuzzy math?

Kyndryl restructuring should reduce overhead functions and reduce the number of managers that lack technical knowledge
Of the various systems they try to manage.
All chiefs and no Indians will cause the company to collapse.
Ai can identify various areas that can be improved as long as there is a team to analyze the data.

Hear Elimination of HO/Upstream/Facility Service Regionals , Downsizing FS Manager Qty and streamlining to less directors. Overhead cuts look to be on Horizon......

I heard that the BTC is being shielded from carrying overhead charges and burden that EMHC has to carry which artificially makes the BTC rate look better than it actually is. Can someone elaborate and explain?

the bloody cuts from the end of the year aren't enough.

"For 2026, the company expects normalized operating margin of 8.6-9.2%, with the midpoint representing a 50-basis-point (bps) improvement from 2025. Most of this expansion is anticipated to come from lower overhead expenses. The productivity plan is also projected to deliver more than $75 million in year-over-year savings and reduce overhead by nearly 100 bps, as a percentage of sales. These savings will support Newell to offset inflation and higher tariff costs while supporting increased investment in innovation without compromising profitability."

We have so many people whose whole job is collecting updates from those of us who do the work and presenting them somewhere else. They don't add anything. They don't do anything. They just take the work, repackage it, and hand it up. Cut them all and nothing would change except maybe things would move faster.

From an APJ perspective, these layoffs, while difficult, were long overdue. For years, the company carried excessive overhead in the US and Europe: overstaffed legacy teams, prolonged decision-making processes, and limited focus on high-impact delivery.
The reductions have created a leaner organization. APJ teams are now stepping up significantly, delivering intelligent, efficient work on cloud and AI initiatives at a much faster pace while headquarters adapts to the new structure.
For those affected by the layoffs: if performance or adaptation lagged, the cuts were inevitable in a competitive market. Rather than endless complaints in forums, the focus should shift to skill development or new opportunities.
The company is now more agile and better positioned for growth in 2026. APJ continues to drive strong execution. It is time to contribute meaningfully or move on.

I am an IC... So, I got a Mgr, AD, Dir, Sr Dir, and AVP above me - all of this before we even start to think about Band 4. They are just managing, no real work is bein done by them. they 'align th8ngs', collect status, communicate, ensure buy-in, collab... aside from the mgr nobody has clue what's going on on the ground. they rotate. they make decisions w/out understanding implications. they will drop acronyms and names but really, they do not know what they are talking about, total kabuki. nothing would happen if we were to cut this 50% or more. thats where the fat is.

Bass Pro Shops is looking to decrease their overhead costs by reducing the use of US based employees. Many layoffs across the company and acquisitions. Seem to be following their leadership in using offshore contractors to decrease cost of US-based talent.

At the current scale, one manager can effectively oversee a team of about 50 employees. Additional management layers add unnecessary cost and overhead without delivering meaningful value.

At the current scale, multiple layers of management are not required. For teams of approximately 50 employees, one manager is sufficient to ensure effective supervision and decision-making. Maintaining additional management layers leads to unnecessary overhead and increased costs without proportional value.

What is the purpose of VGS - redundant and over headed. Now w Shankar gone - get ridoff that business group.

engineers safe, only overheads being axed.
what about remote?

Particularly in our operations, I think we can be better at it from overhead and back office, , Kent Masters in earnings call today.

What does this mean?

Manager
Associate Director
Director
Sr Director
Executice director
Asst VP
VP
Executive VP
Sr VP
Chief officers

Meanwhile lean and mean operations in markets . Something that resembles a belly fat with skinny legs.

Is it true starting in January and beyond; if a BOA wants to work at a branch the BOA needs the Series 7?

If so, is this a way for the firm to cut overhead at the branch level?

Yesterday, September 29, Sally Beauty Holdings laid off its entire in-house creative team in an effort to save overhead costs. They will instead be outsourcing labor to save money and align with competitors. This hits right before Q1, and right as the company moves into a new headquarters aimed at increasing collaboration and productivity.