Thread regarding Sabre Holdings layoffs

Is that about employees or high level managers

It's not about people that are working in Dallas, Cracow and Bengaluru, who are doing technology and working with customers. It's about vision of company and attitude of CEOs.

Sean came and left, what is the benefit of his management over all these years? Now Kurt - what are his achievements in companies he worked before? What is his plan to make Sabre great company again? What is his road map for Sabre? Reducing costs by cutting down working force by X% is not rocket science in cost planning. It's also not valid people management - if someone is not suitable for the role, he should go, but we are people, not numbers. This should be direct manager decision, not CEOs, after work evaluation.

Moving to cloud supposed to give cost reductions, make things more reliable. Was it? Is there any report on benefits and "how to" for future improvements? Does CEOs now treat Sabre like "takeaway bonus", or want to build something on great history of great company? We deserve good leaders. Otherwise it's time to go anyway, because they don't deserve us.

by Anonymous
| 2112 views | | 4 replies (last May 10, 2023) | Reply
Post ID: @OP+1mxwllvO
Comment! It's anonymous!

4 replies (most recent on top)

🐴 💩! You people are pawns.

by Anonymous
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Post ID: @1oqa+1mxwllvO

Doesn’t KE get credit for running CWT into the ground? I believe he was on garden leave when Sabre picked him up. Not the credentials I would be looking for in my next CEO if I was on the board of directors. But, I’m just a grunt so what do I know.

by Anonymous
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Post ID: @1qgo+1mxwllvO

re: @bpu+1mxwllvO

spot on with #2. in my experience, product management has always been a weakness of sabre. marketing people would just come up with features that they seem to have pulled out of their posteriors with little input from the outside world and even less input from product development.

this was most obvious when travelocity was still part of sabre. they were clearly outclassed by expedia when it came to data analysis and using that data to drive improvements to the site. travelocity didn't even have a good way to do a-b testing.

and then there's ndc. sabre was so far behind amadeus and travelport on that one. about a year before sabre started work on ndc, i remember telling my vp "what about ndc? shouldn't we be looking into that?" but it fell on deaf ears

by Anonymous
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Post ID: @twc+1mxwllvO

As a former empl. I can share things that are very uncommon elsewhere:

  1. Creating self-inflicted restrictions that prevent from delivering and revenue. That is so stupid that hard to believe. Paying one group to tell "no" to the other. Monumental preparations and then epic failures.
  2. Making things not needed, not used. Multi-year projects looking for a problem to solve.
  3. Cliques - director+ giving and getting themselves bonuses, stocks, car allowances, higher VCP, retention bonuses etc to the point where not only the titles make no sense (comparing with other companies where a counterpart has much bigger responsibility), but the self-absorption of those groups should disgust lower levels who actually do the work and are f....ed.
  4. American culture on the surface, but underneath tribalism, competition, racism and cliques - see #3 etc.
by Anonymous
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Post ID: @bpu+1mxwllvO

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