#restructuring

Welp sounds like work will be moving

I remember hearing Vimal mention something about streamlining corporate functions. How does that work? Any idea?

HP/Poly is undergoing a significant restructuring, resulting in extensive layoffs that notably affect senior and higher-compensated roles. This strategic shift carries a substantial risk of eroding trust with key customers, partners, and channel stakeholders, potentially impacting Poly's market position and service delivery.

The energy giant is undergoing a major change.

ExxonMobil has had a problem over the past few months. The oil and gas giant has seen a drastic downturn in energy prices, which has wiped hundreds of millions of dollars off its bottom line.

Year-to-date returns for crude oil:
West Texas Intermediate Crude Oil: -10%.
Brent Crude Oil: -12.4%.

The declines have put ExxonMobil under Wall Street’s microscope, prompting management to make significant changes affecting workers.

The company is restructuring and will lay off 3% to 4% of its employees. While it doesn’t have a return-to-office policy, it plans to close smaller offices to consolidate its footprint, affecting where many remaining employees do their work.

“The changes we’ve announced today will further strengthen our advantages and grow the gap with our competition, helping to keep us in the lead for decades to come,” said CEO Darren Woods in a memo to employees.

ExxonMobil makes drastic changes amid downturn
Woods has been at the helm of ExxonMobil (XOM) since 2017, so he’s seen some tough periods, including the oil-price collapse during Covid.

The company is far from dealing with a Covid-era hit to sales and profit. Still, regulatory shifts provide the perfect rationale for its restructuring, particularly in the European Union.

The passage of the EU’s corporate sustainability due diligence directive last year has drawn sharp criticism from Woods. The law mandates that companies address environmental and human rights problems lurking within supply chains or risk a 5% fine on global sales.

Regulations in the EU are more burdensome than in other parts of the world and drive up costs, making it more difficult to compete.

“The business and regulatory environment in Europe is challenging and this transformation will help us compete into the future,” said ExxonMobil Europe President Philippe Ducom in a statement regarding the changes.

Woods told Reuters in mid-September that Europe’s law could lead U.S. companies to exit the EU. The company had already paused a planned investment of 100 million euros ($117.4 million) before announcing its restructuring.

In Europe, ExxonMobil will close smaller offices and consolidate workers within a new office at its Antwerp refinery in Belgium.

We plan to bring the majority of our office and home-based employees together at or closer to our manufacturing sites in the region (including, for example, in Germany and Italy) and we intend to close a number of smaller offices in the region.

ExxonMobil says 1,200 workers “across the EU and Norway” will be let go by the end of 2027. It labeled 600 of those jobs redundant; a common problem in sprawling multinational companies like ExxonMobil.

The company is also making changes in Canada at Imperial Oil Ltd.

ExxonMobil owns nearly 70% of Imperial Oil, and on Sept. 29 it said it would eliminate 20% of its workers and consolidate many remaining employees outside of Calgary.

Imperial Oil employed roughly 5,100 workers at the end of 2024, and management estimates the move will save more than $150 million annually.

“The changes are designed to fully leverage globally available expertise to maximize the benefits of current technology and accelerate the cost-effective deployment of new technologies,” said Imperial Oil.

Hardly the first change at ExxonMobil under its CEO
The changes will eliminate about 2,000 jobs, representing more than 3% of ExxonMobil’s workforce.

ExxonMobil facts at a glance:
Q2 Sales and Operating Revenue: $79.5 billion, down 12% from nearly $90 billion a year earlier
Q2 Earnings: $7.08 billion, down 23% from $9.24 billion
Q2 Earnings Per Share: $1.64, down 23% from $2.14
Employees: 61,000

These are hardly the first layoffs made by the company or CEO Woods. The workforce was 84,000 in 2010, so the latest changes will mean that about 23,000 jobs have been cut over the past 15 years.

ExxonMobil noted the savings from its most recent actions in its second-quarter earnings release:

Since 2019, the company has delivered $13.5 billion of cumulative Structural Cost Savings, more than all cost savings reported by other [international oil companies] combined. The company expects to deliver $18 billion of cumulative savings through the end of 2030 versus 2019, also exceeding the total targets disclosed by other IOCs.

Those are significant savings, and ExxonMobil isn’t alone. Major international rivals have also announced workforce reductions.

Chevron in February announced plans to lay off as much as 20% of its workforce, while ConocoPhillips in September said it planned to cut 20% to 25% of its workers.

https://www.thestreet.com/employment/exxonmobil-ceo-quietly-issues-stern-warning-to-employees

GM hits an electric speed bump
General Motors just announced a $1.6 billion charge tied to its electric vehicle plans. The company said it is adjusting production after the $7,500 federal EV tax credit ended on September 30, 2025.

This move marks a significant turning point for GM, which had previously promised to go all-electric by 2035. Instead of racing ahead, the automaker is easing off the accelerator to better match market realities and protect profits amid changing policies and shifting consumer demand.

The end of a powerful incentive
For years, the $7,500 federal EV tax credit has helped convince thousands of drivers to switch from gasoline to electric vehicles. GM and other automakers said the abrupt end of the credit sharply reduced incentives for many buyers.

Without the discount, electric cars suddenly became harder to afford, especially since prices remain higher than those of gas-powered vehicles. GM and other automakers are now feeling the pressure as demand slows, illustrating how significantly government policy can influence consumer choices.

Breaking down GM’s $1.6B hit
The $1.6 billion charge includes a $1.2 billion non-cash impairment linked to factory adjustments and $400 million for contract cancellations and commercial settlements.

GM says this financial hit reflects lower EV production plans and revised capacity expectations. GM stated that the charge will not impact vehicles currently in production, while also noting that further charges may be imposed as it reassesses capacity and investments.

A tough message to investors
In its filing, GM admitted it now expects EV adoption to slow due to weaker incentives and new government rules. That’s a big shift from earlier optimism.

While some investors were surprised, GM’s transparency reassured Wall Street that it was facing the problem early. By managing expectations now, the company hopes to stabilize its future and maintain confidence in its overall direction.

Policy shake-up changes the game
Recent U.S. policy moves, including the expiration of EV purchase and lease credits and easing of tailpipe rules, have altered automakers’ planning assumptions. Many had invested heavily in electric technology, expecting strong policy support.

For GM, those investments no longer align with current conditions. The company must now balance its electric ambitions with the financial reality of a market that’s temporarily shifting back toward hybrids and fuel-efficient gas cars.

Industry feels the slowdown ripple
GM isn’t alone in its EV troubles. Analysts expect Q4 EV demand to soften after the credit expired; early October commentary cites elevated dealer inventories and a likely pullback from September’s surge.

In the U.S. and other markets, buyers rushed to claim incentives in September, resulting in a sharp, short-term spike in EV purchases before the credits expired. However, by October, the sales surge had faded, leaving factories and dealerships to adjust to a more cautious consumer base and softer demand.

Adjusting production plans again
GM said its Board’s Audit Committee approved $1.6 billion in charges tied to an EV capacity realignment. The company is scaling back EV capacity at some plants.

Instead of building new factories dedicated only to electric vehicles, GM plans to create flexible facilities that can produce both gas and electric models. It’s a more cautious approach to avoid overproduction during uncertain times.

From big wet dreams to tough decisions
Just a few years ago, GM promised to invest $35 billion in electric and self-driving technology. That plan included dozens of new models and converted plants.

Now, those dreams are meeting a harsh reality. The company is pausing certain projects, reworking schedules, and focusing on what sells today, not just what might sell a decade from now. It’s a pragmatic shift toward sustainability over speed.

Dealers face slower EV sales
GM and Ford initially explored lease structures to preserve a $7,500 benefit, but both reversed course after the credit expired.

Now, dealers are facing slower traffic and an increasing number of unsold electric vehicles on their lots. Many are shifting back to promoting gas and hybrid models, which are moving faster and require less investment in new equipment or training.

Analysts see more to come
Experts believe GM’s charge might be just the start of a broader trend across the industry. Automakers that invested heavily in EVs are now reevaluating their books.

Analysts broadly expect more write-downs and delayed EV projects as companies reassess demand and incentives. As the market recalibrates, expect more financial write-downs and slower rollouts of high-cost EV projects in the coming quarters.

Automakers brace for tough years
Industry analysts expect more billion-dollar write-downs in the near future as companies recalibrate their electric ambitions. It’s a difficult adjustment after years of rapid EV investment.

Automakers are now focusing on improving efficiency, strengthening hybrid offerings, and managing production costs. These are survival moves designed to weather policy shifts and prepare for the next big push in clean transportation.

Want to get the best fuel economy from your hybrid?

GM’s electric road isn’t ending
Despite the setback, GM remains committed to an electric future. The company says it’s only adjusting speed, not direction, to stay aligned with real market demand.

The next few years will be characterized by smarter investments, better timing, and more affordable technology. GM’s long-term goal of going fully electric remains, but for now, the road there just got a little bumpier.

Canon USA Melville Headquarters: No Official Sale, But Restructuring and Layoffs Raise Questions.
https://tonernews.com/forums/topic/canon-usa-melville-headquarters-no-official-sale-but-restructuring-and-layoffs-raise-questions/

Next week is going to be a whole different world in the office and in many people's personal lives. Thousands of colleagues (any maybe you) gone. New bosses and teams to navigate. Cancelled projects. Empty desks. End of a long era at an old-school studio finally coming to an end. Good luck, all.

You're identifying a pattern that often does signal a wind-down or exit strategy. Let me think through what these elements typically indicate:

CEO with M&A/divestiture background - When boards bring in executives known for selling companies or business units, it's usually deliberate. They're hiring for a specific skill set.

Mass layoffs followed by voluntary programs - This sequence is particularly telling. Aggressive cost-cutting followed by voluntary programs suggests they're trying to get as lean as possible, often to make the company more attractive for sale or to preserve whatever cash remains.

The combination - When you see these together, it often means:

• Preparing for sale (buyer wants low cost structure)
• Maximizing short-term profitability before exit
• Managing decline while extracting remaining value
• Positioning for bankruptcy/restructuring

However, there are some scenarios where this isn't an exit:

• Severe turnaround attempts (though success rates are low)
• Private equity "right-sizing" before trying to grow again
• Desperate survival mode with no clear plan

But you're right to be skeptical. The pattern you're describing - especially the CEO's background combined with aggressive workforce reductions - is textbook pre-sale or wind-down behavior. Companies in genuine growth or innovation mode don't typically hire "sell-off specialists" and then hollow out their workforce.

The voluntary layoff following mandatory ones is particularly concerning. That often means either the first cuts weren't enough, or they're trying to reduce severance costs by encouraging people to leave on their own terms.

Is this hitting close to home for you or someone you know?

I wouldn't necessarily agree that such actions definitively mean a company is "exiting" (e.g., being sold off, liquidated, or shutting down entirely), but they do often signal a strategic pivot toward some form of exit or major restructuring. Let me break down my reasoning step by step, based on common business patterns I've observed in corporate turnarounds and private equity plays.

### 1. Hiring a CEO with a Track Record of Selling Companies

• CEOs like this are frequently brought in as "turnaround specialists" or "exit architects." Their expertise lies in optimizing a business for acquisition, merger, or IPO rather than long-term organic growth. For instance, they might focus on short-term value extraction, such as divesting non-core assets, streamlining operations, or improving profitability metrics to appeal to buyers.
• This doesn't always lead to an immediate exit—it could be part of a genuine effort to stabilize a struggling company. However, in mature or distressed firms (e.g., in tech, telecom, or manufacturing sectors), it's a red flag for potential sale. Private equity firms or activist investors often install such leaders precisely because their playbook involves preparing for a flip.

### 2. Mass Layoffs Followed by Voluntary Layoffs

• Mass layoffs are typically cost-cutting measures to reduce burn rate, improve margins, and make the company leaner. In the context of a new CEO with an exit-oriented background, this can be about "rightsizing" the workforce to boost EBITDA (earnings before interest, taxes, depreciation, and amortization), which is a key metric buyers scrutinize.
• Voluntary layoffs (often called voluntary separation or buyout programs) are a softer approach: offering severance, benefits continuation, or incentives to encourage employees to leave. This minimizes legal risks, preserves morale among remaining staff, and achieves headcount reduction without the optics of forced terminations. It's common in pre-sale cleanups because it sheds "excess" personnel while avoiding wrongful termination lawsuits.
• Together, these steps can indicate distress (e.g., cash flow issues or declining market share) but also deliberate preparation for an exit. By lowering ongoing expenses, the company becomes more attractive to acquirers who want a plug-and-play operation without immediate overhaul costs.

### 3. Does This Always Mean an Exit?

• Not necessarily. Some companies use this playbook for survival and rebirth. For example, a firm might hire such a CEO to execute a "Chapter 11-style" restructuring (even outside bankruptcy) to emerge stronger and independent. Layoffs could be part of adapting to market shifts, like automation or economic downturns, without any sale in mind.
• But often, yes—it leans toward exit. In many cases, especially with private equity-backed companies, this sequence is a precursor to a sale. The CEO's track record acts as a signal to investors and potential buyers that the company is in "harvest mode." Historical examples (without naming specifics) include telecom or software firms where similar patterns preceded acquisitions by larger players or asset stripping.
• Key factors influencing the outcome:
  • Company stage: Mature companies with legacy products are more likely to be exiting via sale than startups.
  • Market conditions: In a buyer's market (e.g., during economic booms), this setup facilitates quick flips. In recessions, it might just be belt-tightening.
  • Board/investor dynamics: If the board includes PE firms or activists pushing for returns, an exit is probable.

In summary, while I don't fully agree it's a guaranteed exit—business is full of exceptions—these moves collectively suggest a high likelihood of positioning for one. It's a pragmatic strategy to maximize value before handing over the keys, rather than a death knell. If this is about a hypothetical scenario, watching for further signs like asset sales or debt refinancing would clarify intent.

Molson Coors Beverage Company will eliminate around 400 salaried positions across its Americas business unit by the end of December, the company announced today in a Form 8-K filed with the U.S. Securities and Exchange Commission.

https://www.brewbound.com/news/molson-coors-to-eliminate-400-jobs-by-end-of-december

Penny just announced there will be a partnership restructuring meeting on November 5, 2025. This is being presented as a very exciting opportunity for the firm. I would not expect this to be very associate friendly regardless of how Penny tries to spin it.

Looks like rumors were true all those people will be laid off.

https://www.advisorhub.com/exclusive-stifel-to-sell-indie-brokerage-unit-to-equitable-advisors/

I am thinking that all functions will be outsourced except those that are required to keep the network running and some bean counters. Eliminate overhead by eliminating headcount, make all stores reseller locations, no inventory carrying costs (already in progress), shut down real estate, outsource wireline techs, eliminate internals sales and offer a commission based structure to external companies selling on our network. Oh, and free up billions by not being involved in Formula 1, which is only around because Lowell liked race cars and execs like the VIP treatment at races around the world.

This is not going to be a regular rearrangement of deck chairs, something big is coming and I imagine it is not specific to VZ. Other Telco's will need to do the same thing as the wireless bo-m is over and our industry is now nothing more than people jumping from provider to provider to get free phones when their contract is up.

I am from legacy tsys which global payments ripped apart after acquiring and got rid of alot of americans to give the jobs offshore. This company is about to take over tsys issuing which global payments su-ked dry and is now dumping. From reading these threads, I now have little hope for my friends who are there. They are all hoping the transitions would be positive.

Who else thinks it’s a bad idea? We are releasing skilled knowledgeable people, reducing possibilities to rotate to other areas, cannot serve all markets. Is this just an excuse to drive people to quit?

Incoming CEO says effective immediately, I’m taking over, current CEO is no longer ceo, current CEO will also not be chairman of board and 10% layoffs across L7+.

If the company needs immediate restructuring, it has to come from very top.

Michael, be bold and take charge.

fun fun......

Restructuring Budget (FY 2026): Up to $1.6 billion
Implied Layoffs: ~10,000 – 20,000 employees (depending on mix of roles and regions)
Early FY 2026 confirmed layoffs: ≈ 3,000 – 5,000 publicly reported so far

Remaining reductions likely spread through late 2025 and 2026 as part of Oracle’s AI-driven reorganization and cost optimization efforts.

It’s also not too far off from closing its major acquisition of Lehigh Valley Health Network, back in August 2024, the latest in a decade-long stream of merger deals that swelled the organization to 32 hospitals. Jefferson had already cut 171 workers in January by outsourcing several back-office functions after the merger, and before, it that had cut around 400 as part of a 2023 restructuring.

https://www.fiercehealthcare.com/providers/jefferson-health-laying-roughly-650-employees-amid-significant-financial-headwinds

14K (20% of the corporation) laid off today or the coming days. All segments, all areas of work.

The job reductions, amounting to about 6% of the workforce, will occur over the next two years, the maker of Nespresso coffee capsules and KitKat candy bars said Thursday. The jobs announcement came alongside a 4.3% rise in third-quarter sales, driven by higher prices and improved real internal growth — a key measure of volumes closely watched by analysts and investors.

https://finance.yahoo.com/news/nestl-shares-soar-sales-rebound-071714788.html

What is the long-term goal of the retitling post restructure exercise?

My guess: It will be used as a way to delevel people who don’t meet the new job architecture skillset requirements, with a goal to push them out of the company.

I've heard about some movements since last week, and it's still ongoing. It may last until the middle of November across different departments.

What is the idea behind making mangers IC. It cant make sense paying ICs manager money, just to protect their "reports number". I see a lot of them doing not much on great pay. Seems like a win being made IC. As a manager I would love it!

Is it not tell tale when one of the upstream executives who worked on this restructuring resigns and goes to Suncor?

Has anyone heard about how IT is impacted?
If so, what kind of changes (teams hit, roles affected) and which side?

Better tighten those seatbelts folks, because sudden CFO exit is always a red flag for costs and strategy changes. CFO departures always raise questions about future capital plans, which may pressure management to cut costs, restructure teams, or slow projects that affect jobs. In other words, we're sc--wed. This will especially affect those in finance, project controls, or field roles, so make sure you prepare for the worst.

NASA's Jet Propulsion Laboratory said on Monday it will cut nearly 550 jobs as part of a restructuring, not related to the current U.S. government shutdown.
JPL is NASA's only federally funded research and development center. It designed, built and operated all five of the successful rovers sent so far to the surface of Mars.

https://www.reuters.com/business/world-at-work/nasas-jet-propulsion-unit-lay-off-about-550-workers-2025-10-13/

Hey everyone, what’s the latest on the Sarnia situation?
It seems discussions between management and research staff are still ongoing. There’s talk that some employees might be offered relocation options — possibly to Edmonton or other sites — instead of full severance packages.

The overall timeline also appears to be shifting, with the move now expected sometime in Q1 next year. It also sounds like some Houston teams are on hold with equipment transfers until there’s more clarity.

Does anyone have confirmed updates or insight into where things currently stand?

The so-called International Leadership Team will be firing 2/3 of the Geneva employees (about 40 peoples) over the next months, including all the Engineering team, as a restructuring of the EMEA activities. Ongoing and Future Engineering activities should be moved the Spain site and most likely heavily subcontracted.

Reorg coming this week is what we are hearing especially in San Diego

Any word on what’s going on with the WellCare LOB ? Been getting some marketplace work/large caseloads/restructuring..

Employers say they want people with integrity, loyalty, and to become really good at their jobs in order to serve the clients/customers with exemplary service and products. But, they reward people who do whatever it takes to advance. They tell FA's to push products that are fee based when those products are not in the best interest of the client (lack of integrity and ethics). They preach loyalty yet they bring in people from the outside and pay them more than paying long tenured employees because they know the current employees will stay without a competitive merit increase. They also preach customer service and job performance. Yet, when they think they need to restructure to be more competitive they just run analytics and cut with a machete instead of doing research to keep top performers with the plan to hire people back when they have finally decided what roles the firm will need. I understand this is what most employers do. However, this is not what Edward Jones has ever done. Penny and the rest of the ELT has decided to do this and therefore has made Edward Jones just another run of the mill employer. Edward Jones used to be a destination employer. A place where quality talent wanted to get to and stay. That is why Ted decided to have your profit sharing vest one hundred percent on day one unlike most employers. Now, Penny has decided to just run the company like any other. Top talent will not choose to come here. Top talent will not choose to stay here. Penny has decided to destroy the culture of this company from the inside out. The fall of this firm will not come from an outside threat. It will come from the inside. I believe the time is now. I believe her name is Penny Pennington.

So its almost time! Who know what is happening in January this year?
Region/division cuts? Position cuts?

• Activist investor Standard Latitude, which recently disclosed a stake of just over 5%, could accelerate portfolio reviews and divestments. This makes Standard Latitude the 8th largest shareholder.

• Barclays has lifted its rating on Croda International PLC from 'equal weight' to 'overweight', citing the prospect of activist-driven restructuring and improved cost discipline as reasons for a more positive outlook.

• Shares in the specialty chemicals group have fallen about 70% since their 2021 peak, leaving the valuation at what Barclays described as “trough levels”; underperforming the FTSE 100’s 26% gain over the same period.

Get your resume ready because you know the current leadership will cut any and all of you to keep their jobs even though their bad business decisions put you here in the first place. If you didn’t believe the first post for this company, ‘Day of Reckoning is Upon Them’ you can’t say you weren’t warned.

https://technode.com/2025/10/11/microsoft-reportedly-lays-off-shanghai-azure-staff-amid-ongoing-global-restructuring/

Reports: Microsoft Shanghai Layoffs Offer N+4 Severance, Relocation to Australia Option

https://pandaily.com/reports-microsoft-shanghai-layoffs-offer-n-4-severance-relocation-to-australia-option

https://www.bbc.com/news/articles/cdr612yz8p0o

"MTV, the world's first 24-hour music broadcaster, is to stop showing rolling pop videos in the UK after almost 40 years when it closes five channels at the end of the year.

MTV Music, MTV 80s, MTV 90s, Club MTV and MTV Live will all stop broadcasting after 31 December, the BBC understands.

However, the flagship channel, MTV HD, will remain on air, showing reality series including Na--d Dating UK and Geordie Shore.

The move reflects a shift in viewing habits, with music videos largely consumed on YouTube and social media rather than television. A spokesman for MTV's parent company, Paramount, declined to comment."

"Wider layoffs
Paramount is also expected to close MTV music channels in countries including Australia, Poland, France and Brazil, according to media reports in those countries."

October 10 2025 BBC

From the Detroit News:

Ford taps former GM global product lead in leadership change-up

Ford Motor Co. on Friday said it has added a former General Motors Co. executive to lead its product development, among a number of other executive changes.

Jim Baumbick, vice president of advanced product development, cycle planning and program, will lead the strategic direction of Ford Europe as its president starting Nov. 1. Replacing him on Oct. 13 is Sam Basile, GM's former vice president of global product programs.

Additionally, Bryce Currie, vice president of manufacturing for the Americas, takes on an expanded role covering global manufacturing and safety as chief manufacturing officer. Andrew Frick, president of Ford Blue and Model e, also will add luxury brand Lincoln's global retail business to his responsibilities, though Lincoln President Joaquin Nuño-Whelan will continue in his role and report to Frick.

Disruption has been a consistent factor for the automotive industry as of late. A fire at an aluminum plant in New York has rattled the supply chain, especially at Ford, which uses the metal to make the bodies of its best-selling F-Series pickups. U.S. tariffs continue to create uncertainty. The Trump administration's rollback on what the president considered an "EV mandate" could halve electric vehicle sales. Ford is in the midst of a restructuring in Europe as it focuses on its commercial business there.

"These global leadership appointments," Ford CEO Jim Farley said in a statement, "underscore our relentless commitment to building a truly world-class team across Ford, united by a singular focus: delivering product excellence and quality for our customers globally."

Basile last worked at GM in 2023 and since has been in private consulting, according to his LinkedIn. He collected three decades of experience at GM, including globally in China, South Korea and Europe. He'll report to Ford Chief Operating Officer Kumar Galhotra. Baumbick in Europe will work with leaders in the region, oversee product development for that market and and drive cost savings. He'll report to Vice Chair John Lawler.

Ford also shared the retirements of Chuck Gray, vice president of vehicle hardware engineering, and Darren Palmer, vice president of EV programs.

Gray, who contributed to Ford's industrial system, retires Dec. 1. Charles Po-n, director of electrified propulsion engineering, will succeed him, making the transition starting Nov. 1. He'll report to Galhotra.

Palmer was a founding member of Team Edison, which has evolved into the Model e EV division and launched Ford's all-electric models: the Mustang Mach-E SUV, F-150 Lightning pickup and E-Transit commercial van. His retirement takes effect Nov. 1.

The recent bump in Fossil’s stock price? Yeah, that’s pretty much the result of all those cost-cutting moves kicked off a few years back — nothing new or magical happening.
The new management’s just cashing in on that, adding a few “extra steps” cooked up by those golden, high-priced consultants who’ve basically become part of the furniture at this point.

But here’s the real question: what’s gonna be left of this group once the dust settles? What about its legacy — those once-iconic brands? Competitors are already rubbing their hands; they know they’ll scoop up what we’re letting slip away.

And now the latest “big idea”? A Distributor-Led Model in Italy.
Seriously? You think the license partners — a couple of which have their HQs right there — are thrilled about this move? Hard to say how Italian key accounts will react once they find out who’s taking over the distribution.
Word is, there’s some mixed feedback in the market about this new setup — not everyone seems excited about it. Let’s hope the execution proves everyone wrong.
Fossil’s changing fast — maybe too fast. Guess we’ll see soon enough what the numbers have to say.

Just opening this up as I am already getting employees who are upset. Especially at the director level.