#overhead

And doesn’t make the company money.

201 types of managers. 47 meetings. 19 approval chains. 12 PowerPoints.

1 technical guy doing the actual work. 💀

1. Engineering Manager
2. Senior Engineering Manager
3. Software Development Manager
4. Hardware Engineering Manager
5. Technical Manager
6. Systems Engineering Manager
7. Infrastructure Manager
8. Cloud Engineering Manager
9. Network Engineering Manager
10. Security Engineering Manager
11. DevOps Manager
12. Site Reliability Engineering Manager
13. Quality Assurance Manager
14. Test Engineering Manager
15. Release Manager
16. Configuration Manager
17. Product Manager
18. Senior Product Manager
19. Group Product Manager
20. Technical Product Manager
21. Product Operations Manager
22. Product Marketing Manager
23. Product Development Manager
24. Product Lifecycle Manager
25. Product Portfolio Manager
26. Project Manager
27. Senior Project Manager
28. Technical Project Manager
29. IT Project Manager
30. Engineering Project Manager
31. Program Manager
32. Senior Program Manager
33. Technical Program Manager
34. Engineering Program Manager
35. Global Program Manager
36. Strategic Program Manager
37. Transformation Program Manager
38. Portfolio Manager
39. Delivery Manager
40. Technical Delivery Manager
41. Service Delivery Manager
42. Agile Delivery Manager
43. Scrum Manager
44. PMO Manager
45. Operations Manager
46. Business Operations Manager
47. Technical Operations Manager
48. IT Operations Manager
49. Network Operations Manager
50. Cloud Operations Manager
51. Data Center Operations Manager
52. Security Operations Manager
53. Sales Operations Manager
54. Revenue Operations Manager
55. Customer Operations Manager
56. Customer Success Manager
57. Customer Experience Manager
58. Customer Support Manager
59. Technical Support Manager
60. Customer Service Manager
61. Customer Engagement Manager
62. Customer Relationship Manager
63. Customer Escalation Manager
64. Customer Advocacy Manager
65. Account Manager
66. Key Account Manager
67. Strategic Account Manager
68. Enterprise Account Manager
69. Global Account Manager
70. Partner Account Manager
71. Channel Account Manager
72. Sales Manager
73. Regional Sales Manager
74. Territory Sales Manager
75. Enterprise Sales Manager
76. Inside Sales Manager
77. Business Development Manager
78. Partner Development Manager
79. Channel Development Manager
80. Alliance Manager
81. Strategic Alliance Manager
82. Vendor Manager
83. Supplier Relationship Manager
84. Procurement Manager
85. Supply Chain Manager
86. Logistics Manager
87. Inventory Manager
88. Manufacturing Manager
89. Production Manager
90. Facilities Manager
91. Workplace Manager
92. Office Manager
93. Administrative Manager
94. Resource Manager
95. Capacity Manager
96. Workforce Manager
97. Talent Acquisition Manager
98. Recruitment Manager
99. Human Resources Manager
100. People Operations Manager
101. Talent Management Manager
102. Performance Management Manager
103. Learning and Development Manager
104. Training Manager
105. Organizational Development Manager
106. Change Management Manager
107. Employee Experience Manager
108. Employee Engagement Manager
109. Compensation Manager
110. Benefits Manager
111. Payroll Manager
112. Finance Manager
113. Accounting Manager
114. Financial Planning Manager
115. Budget Manager
116. Risk Manager
117. Compliance Manager
118. Audit Manager
119. Governance Manager
120. Legal Operations Manager
121. Contract Manager
122. Commercial Manager
123. Pricing Manager
124. Revenue Manager
125. Marketing Manager
126. Digital Marketing Manager
127. Content Marketing Manager
128. Brand Manager
129. Campaign Manager
130. Growth Marketing Manager
131. Demand Generation Manager
132. Field Marketing Manager
133. Events Manager
134. Communications Manager
135. Public Relations Manager
136. Community Manager
137. Social Media Manager
138. Data Analytics Manager
139. Data Engineering Manager
140. Data Science Manager
141. Business Intelligence Manager
142. Database Manager
143. Data Governance Manager
144. AI Engineering Manager
145. Machine Learning Manager
146. Automation Manager
147. Innovation Manager
148. Research and Development Manager
149. Strategy Manager
150. Corporate Strategy Manager
151. Business Transformation Manager
152. Digital Transformation Manager
153. Process Improvement Manager
154. Continuous Improvement Manager
155. Knowledge Management Manager
156. Incident Manager
157. Problem Manager
158. Change Manager
159. Service Management Manager
160. IT Service Manager
161. Service Desk Manager
162. Escalation Manager
163. Crisis Management Manager
164. Business Continuity Manager
165. Disaster Recovery Manager
166. Information Security Manager
167. Cybersecurity Manager
168. Identity and Access Management Manager
169. Vulnerability Management Manager
170. Threat Intelligence Manager
171. Privacy Manager
172. Enterprise Architecture Manager
173. Solutions Engineering Manager
174. Solutions Delivery Manager
175. Customer Solutions Manager
176. Technical Account Manager
177. Customer Adoption Manager
178. Customer Onboarding Manager
179. Partner Success Manager
180. Partner Operations Manager
181. Regional Operations Manager
182. Global Operations Manager
183. Cross-Functional Program Manager
184. Stakeholder Management Manager
185. Executive Operations Manager
186. Strategic Initiatives Manager
187. Business Planning Manager
188. Organizational Effectiveness Manager
189. Corporate Development Manager
190. Integration Manager
191. Merger and Acquisition Integration Manager
192. Global Services Manager
193. Professional Services Manager
194. Managed Services Manager
195. Consulting Manager
196. Implementation Manager
197. Deployment Manager
198. Migration Manager
199. Transition Manager
200. Relationship Manager
201. Sales Enablement Manager

No other biz in the world has as much Indirect / Overhead costs as the GSEs. If Trump & Pulte are targeting 15%, plenty of more fat to trim.

HCL was on the list of “not approved going forward vendors “ interesting. The big push to outsource to them the last few years. USAA laid off internal folks to add more HCL. As my boss would say “I only pay them $$” “you can only hire outsourced “ even if they can’t do the job. 🤣 Well sounds like a good plan!

A simple first step would be to eliminate all executive roles in the HR function. That would result in around $25 million to $30 million in instant cost savings on an annualized basis.

Then follow this up with halving executive roles in the Corporate Headquarters. That would be another $25 to $30 million

In total, the company can save at least $50 million in cost with zero negative impact to its profits performance.

Exactly what @r4+1m35c1d6a said.

How many VPs , SVPs, Heads of This or That do we have working at Dell currently? How many of them are actually doing something useful?

So our stock is in a freefall and the only way to float the stock price is to cut expenses (overhead). We are spending money on fiber and need capital back. So 9/24 or whatever date in October is going to happen. We're bleeding money, and the iPhone isn't saving us. Most iPhone models are not in stock to ship till October. So Q3 is a dumpster fire at this point, hopefully Q4 is better. Either way I think we are all at risk, so bring on Dan the Hatchet Man.

How can a company be financially viable when every level of management, which I looked up from a lowly tech to the ceo is 7 levels, which even my 1st level has only 8 employees. Industry standard is 18-25 (even at other industries) it’s the same, and above that 2-7 have 1-3 employees under them! The company cannot be financially responsible with so few reports under each layer, it is irresponsible to allow such a financial travesty to continue! Each layer should have 8-10 reports as a minimum! Go look at other industries including ATT or Frito Lay! Look it up it’s insane, this good ole boy days of butt kissing to get a made up position to check off one box are over, they expect the techs in the field to be super universal techs, then also should all levels of management. Let me clean house and pretend I am Elon Musk!

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.