Thread regarding Comcast layoffs

Rasesh introduced himself in corporate call this morning. We now know he likes to hike and take vacations… climbing mt Kilimanjaro and Everest base camp… hooray, totally fn’ tone deaf.

@ca Steve Croney

Who is this email coming from? It mentions so and so "now reports to me...".. Is that Brian Roberts, or someone else?

@c3 This is actually common in corporate reorganizations. Companies promise fewer layers, greater efficiency, and clearer accountability, but often retain the same leadership while eliminating positions beneath them. The work doesn’t disappear; it just gets redistributed, sometimes creating even more complexity. Harvard Business Review calls this the “transformation treadmill,” where companies repeatedly restructure without addressing the underlying problems. Organizational politics can also influence who stays and who goes.

And look at SC’s memo. It talks about simplifying the organization, accelerating innovation, and improving execution, but offers little detail on what will actually change in how teams work, how decisions get made, or how this new structure will drive growth. There are some clear organizational changes, but changing reporting lines isn’t the same as fixing how a business operates. Similar to the operating model before.

They’ll promise meaningful change and sell you the moon, but eventually you realize it’s just another turn on the treadmill. Same leadership, potentially the same problems, just fewer people doing the work. They’ll call it progress because the numbers look better, but that doesn’t mean the organization is actually improving. And the saddest part? Real people, families, and often some of the best employees become collateral damage. Years of hard work, loyalty, and relationships are reduced to a headcount decision, while the cycle continues.

And what happens next? Maybe they improve the margins, position the company for a merger or sale, and leadership walks away with the rewards.

@c3 yes agree with this. Good take.

@bt No, my point is the scale. The whole GTO group survived, including the politics that kept us from getting anything done when we were smaller. Now you’re adding even more groups under RP. Why the fu-k would that suddenly make everyone work better together? Putting everyone under one leader doesn’t fix those problems. It’s the same sh-t show on a much bigger scale, with more competing agendas and even less control.

@b6 so customer service is going against what all customers want and scream about. got it….

Congrats to AT&T for announcing its bringing it back home.

reposting the same comment I made in the other thread:

This is clinical insanity, really. Doing the same thing over and over and expecting a different result - in this case, putting mostly the same names in charge, this time under Steve instead of Charlie.

So much for “delayering” and “streamlining.” This is really hard to follow. It looks just as (maybe more?) convoluted, unclear, and ripe for territorial infighting and politics as before.

What was the point of this whole exercise? What’s the strategy behind this stated “technology company” ambition, and where is the growth coming from? Nobody can explain these core issues succinctly.

@bc that’s the point. TPX’s politics and lack of focus on customer facing technology needs to change. Maybe now they will stop building stupid internal tools that can easily be bought and instead make the customer experience a priority.

@b9 That is a fu--ing massive organization to put under Rasesh, especially with the politics and turf battles already between those groups. I can’t see how that gets simpler without major changes underneath him.

@b6 @OP Just my take on the email if anyone’s interested in reading it or wants to add to it. I can see what they’re doing with consolidation. More control moves to national, regional responsibilities narrow, and functions get combined. There are potential savings there, and investors could welcome that. But I’m struggling to see how this explains the growth strategy or gives anyone more confidence in Comcast’s future as a technology company.

The amount going under Rasesh is enormous. CX, loyalty, technology, product engineering, digital, customer service and reliability. Bringing the people building the systems closer to the people dealing with customer problems makes sense. My concern is what gets priority inside that organization. Customer service has problems that need fixing today. Engineering also needs to invest in platforms and capabilities that may take years to deliver a return. When the immediate pressure is cutting costs and retaining customers, who has the authority to protect that longer-term work? Technology could easily become a delivery function for everyone else’s requests instead of helping determine where the company goes next. And the ownership questions haven’t disappeared. Xfinity decides which products and features it wants, Rasesh owns engineering and delivery, and Network sits separately. Someone still has to resolve competing priorities, budgets and capacity. Changing reporting lines doesn’t tell us how those decisions will improve.

Maybe there’s more coming, and an employee email won’t explain the entire business strategy. But growth is doing a lot of work in this announcement without much explanation behind it. Keeping customers and lowering costs matter. I’d also want to know what we’re investing in, what new opportunities this structure allows us to pursue, and what we’re stopping so people have the capacity to deliver. Wall Street could like the expense reductions and still question where the next phase of growth comes from. Employees should also be asking whether accountability changes for the executives setting the priorities, or whether fewer people will be left managing the same conflicts. At the end of the day, I see a plan to consolidate the organization and reduce overhead. I don’t see the growth strategy yet.

Team,

We have a tremendous opportunity ahead for our company, but to win in this competitive and evolving marketplace, we need to transform how we execute our priorities. That means moving faster and focusing our people and resources on our customers and our most important initiatives.

We are redesigning our organization to simplify how we work, clarify ownership and accountability, accelerate innovation, and improve execution. These changes are an important step toward building a more agile, customer-focused company that can compete more effectively, deepen customer relationships, and create capacity to invest in growth.

Today, I’m sharing several meaningful changes to our team and operating structure:

Customer Experience & Technology – Our number one priority is to retain our customers, build trust, and earn their loyalty every day. That means delivering the best products, compelling value, and an effortless experience in every interaction. To do that, we’re bringing the teams that build our products and technology together with the teams responsible for the customer experience under one leader, Rasesh Patel. This structure creates clear ownership, helping us move faster, eliminate friction for our customers, and give our teammates the tools they need to deliver a great experience.

For the first time, one organization will combine the teams that build our customer platforms and technology, develop the tools our colleagues use, and manage customer interactions across the Xfinity app, website, IVR, chat, and calls – including the AI-enabled technology transforming these experiences.

Rasesh’s organization will include Customer Experience & Loyalty, Technology, Product Engineering, Digital, Customer Service, and Reliability. Rasesh will now report to me.

Xfinity – Jon Gieselman will continue to lead Xfinity with responsibility for our residential business, including Product Strategy, Marketing, Brand, Creative, Sales, and Go-to-Market. Jon’s team will continue to create and innovate, determining which residential products and features we will develop, launch, manage, and support. Jon will continue to report directly to me.

Comcast Business – Ed Zimmermann will continue to oversee our commercial business across our small business and enterprise segments. Comcast Business will remain focused on opening new avenues for growth and scaling our portfolio of advanced services and solutions to meet the evolving needs of our customers. Ed will continue to report directly to me.

Cybersecurity – Noopur Davis will now report directly to our Senior Advisor and incoming CEO Michael Angelakis, reflecting the critical importance of cybersecurity in protecting our infrastructure, customers, and company.

Network – Elad Nafshi will now report to me, reinforcing our focus on the connectivity, reliability, and network capabilities that underpin the products and experiences we deliver to our residential and business customers.

Entertainment Platforms & Partnerships – We are creating a new, distinct organization led by Fraser Stirling with a dedicated focus on supporting the entertainment platforms and experiences for Xfinity and our global partners. Fraser will report to me and manage the suite of products we syndicate and sell to partners around the world. In the interim, he will continue to lead Product Engineering. Over the next 90 days, Fraser will partner with Rasesh as we work through the transition.

Regional Teams & Operations – We are refining our regional operating model to optimize the strength of our local leadership with the scale and capabilities of our national organization. Our national teams will now set the strategy, while our regional leaders will be critical to bringing market insights, staying close to our customers, managing teams on the ground, and partnering with national sales to execute our strategy. Regional Xfinity Sales and Retail stores will become part of Trevor Arp’s national organization, while regional Comcast Business Sales will join Jeff Buzzelli’s organization. Region HR and Finance will report into their respective national functions.

Amy Lynch has decided to retire from Comcast at the end of this year, concluding a 25-year career marked by tremendous contributions to our company. Michael Hewitt has also shared his plans to retire in 2027, following a long career supporting our field operations. With these transitions, Tony Speller will lead Technical and Network Operations Engineering, including Construction, and we will appoint a new national leader who will oversee our 12 regional market leaders. Both will report directly to me.

Business Intelligence & Analytics – We’re expanding the Enterprise Business Intelligence (EBI) operating model to also support Comcast Business and Finance to better leverage our insights, strengthen business intelligence, and enable faster, more informed decisions. EBI will continue to be led by Scott Engle, reporting to me.

Comcast Advertising, Xumo & Content Acquisition – Marcien Jenckes (Comcast Advertising and Xumo) and Greg Rigdon (Content Acquisition) will both continue to report to me.

These are significant changes, and the real work is making sure the new structure helps us operate differently – with clearer decisions, fewer handoffs, and less complexity that puts our customers at the center of everything we do. I recognize that this work will affect people and teams across our organization, and I don’t take that lightly. I’m deeply grateful to everyone who has helped build this business and contributed to where we are today. We’re committed to communicating directly with each of our impacted colleagues and treating everyone with the care and respect they deserve as we move through this transition.

I’m confident in our direction and in the opportunity in front of us as we build our next chapter. We’ll continue to share our progress and priorities, and more about where we are headed, as that work moves forward.

Thank you for everything you do.

so, why hasn't anyone posted the actual email instead of just talking about it?

@aq Interesting. But the record quarterly adds are telling a different story. Are those not real numbers?

@aa as someone who worked close to the numbers of it, it is the d-mbest rollout I’ve ever seen. Sh---y service too.

The previous CNO left Comcast once covid subsided, joined AWS as VP of EC2 - by far the largest compute platform on Earth, spent good 5 years there, and is now joining Deutsche Telekom (parent company of T Mobile) as a Board of Director and CTO. Thats the kind of growth one would aspire from a company like us, but I dont think any of the current executives have this acumen due to the deeply intertwined politics and blame game which they play here.

@a9 idk if you want to say or not, but what part of CB were you in? The numbers are definitely higher than I thought.

@af this whole post may get removed if actual email is posted, if not confidential they may claim privileged and force the platform to remove it. The sum of this email is none of the SLT is going anywhere except few retirements, just a reshuffle and repeat the same failed process again and expect a different outcome, hope this helps.

Mind posting it here? Only saw the Steve Croney email which is pretty high level

@ac That's the crucial lesson to learn. I'm just an observer and don't work here, but I am glad I learned that lesson earlier in life. I never took jobs that required frequent overtime and kept the right balance. I saw so many people burn themselves out and end up with nothing.

It really is best to just work your wage and job description, nothing more and nothing less, and just go home when the clock hits. The work will be there tomorrow. You will never get that lost time back. Cherish it going forward.

The only exception is if you are running your own company. That requires the sacrifice in all honesty. So this advice only applies if you are working for someone else.

Comical Elad is still here. Been steering the ship wrong this whole time and won't listen to anyone that actually has a sense of how the internet works, systems and networks flow and what customers actually want. Oh well, down with the ship FDX and this Company will go.

@a9 In the end, does it really matter? Sometimes I wonder if the last column they sort by is total compensation, highest to lowest. I understand the company has to do what it believes is best for the business. But at the end of the day, we're just employee IDs. My biggest regret is not realizing sooner how much I sacrificed by skipping vacations, working until 10 PM, and putting the company ahead of my own time. That's time I'll never get back.

Can someone post the text?

The execs boasted so much about Xfinity mobile, the only line of business with a positive subscriber growth in the earnings call. And in this mail, there’s not a single mention of mobile, wireless or its CNO Noam Raffaeli. BS, total BS. Its all just old wine in a new bottle.

The email I believe they are speaking of is about how the ELT is being reorganized - some retirements, condensing Analytics under EBI in many cases, condensing Technology and Customer Experience under a new leader, etc. There is no specific news about volume of cuts, timing of cuts and changes, or which non-ELT vps, directors, etc have been cut - just the very top level. With the number of people I've informed that I've been cut (which I've done on an individual basis, not sharing with most), about 80% were also cut - I'm in CB. I think these cuts were more like 30-40%, not 10-20%. The biggest question for me remains why they selected who they did.

Email was as strong as our subscriber performance

@a2 One of my colleagues had the email go to their Junk folder

Pretty sure AI wrote that.

Pointless email. Didn't address the nitty gritty.

Paste the email in so we can all play along.

Completely tone-deaf email, as expected.

@a1 Is this email for fulltime employees only? I'm a contractor and don't see an email.

So much info in this post…