Thread regarding Fidelity National Information Services Inc. layoffs

TSYS the Masters of Reversible Progress

One star for the paycheck, one star for the high-speed office Wi-Fi I used to research my move to California.

If you enjoy the creative challenge of building a sandcastle while the tide is coming in—and the tide is actually your Executive leadership with a shovel—this is the place for you.

I spent nearly 30 months here as a contractor, and it was a masterclass in Dynamic Indecision. My weekly workflow was incredibly efficient: I would spend Monday through Thursday writing code, and Friday morning hitting Ctrl+Z because leadership had a "new vision" that was diametrically opposed to the vision they had during Tuesday’s stand-up.

The goalposts here don’t just move; they’ve been mounted on a Tesla and are currently speeding toward a different zip code. I eventually realized that intense pressure is just the sound the company makes while it’s spinning its wheels in the mud. Once I accepted that I was essentially a highly-paid digital eraser, the stress vanished.

I left this company with the same number of production-ready features I started with: zero. My legacy is a series of deleted branches and a lot of wasted electricity.

Since nobody knew what we were building, I had plenty of time to get handsy with AI tools. Thanks for funding my self-taught Master’s degree in Prompt Engineering!
I successfully used my 30 months of experience (read: paid study hall) to land a job on the West Coast.

If you actually want to build something that exists in the physical world, look elsewhere. My sincere hope is that the leadership can actually define the word "AI" before they accidentally spend another two years paying someone to delete their own work.

Pick a direction. Any direction. Even if it’s off a cliff, at least you'll be moving.


by
| 1 view | | 6 replies (last May 18) | Reply
Post ID: @OP+1kq1befvp

6 replies (most recent on top)

@h3 - My time in that org was a straight-up dumpster fire, constant direction changes and a D-level manager who was winging it with zero real plan. The only "strategy" that ever stayed consistent was keeping a iron grip on control. Trusted allies were planted all over the product org like undercover snitches, poking around asking random questions about teammates just to build cases for PIPs or push people out. Toxic doesn't even begin to cover it.
On the surface, this guy loved throwing around heavy tech jargon to sound like he knew what was up — but scratch beneath that and it was completely hollow. Micromanagement was a full-time sport — tracking commits, nitpicking everything, and laser-targeting anyone outside his VIP group.
The double standards were next-level ridiculous. If someone outside the favorites let a defect slip to production, it became a public roast. Same thing happens within the exclusive group? It just quietly vanished like it never happened. That's not leadership, that's straight-up bias wearing a suit.
Good work? Never got a shoutout. But the second someone slipped up, the public callout was instant. It ki-led motivation and made one thing crystal clear, lalent was irrelevant. What mattered was staying in the manager's good graces.
Glad I got the heck outta there. But real talk, my heart goes out to everyone still grinding under that mess, just trying to catch a break.

by
| | Reply
Post ID: @3kw+1kq1befvp

majority of leadership here as well consistently fails to provide vision, clarity, or direction. Instead of empowering teams, they indulge in politics, claim credit for others’ work, and foster unhealthy conditions that drain energy and morale. Culture, collaboration, and environment seem to be afterthoughts. The focus is squarely on self‑promotion and appeasing their inner circle. It’s a pattern that wastes talent and undermines the very people who could move the company forward.

by
| | Reply
Post ID: @h3+1kq1befvp

The lack of direction is why we have legacy products without direction, MUMPS for a database, really. Overrun costs for MBP and other applications. I am on a project that started in August and we were in the same position at the beginning of April. About 50% of the delay was the client, but the other was FIS inability to move forward. Working on training to either find a new position in the company or elsewhere to move forward.

I agree instead of saying use ai, define what product you want to create and let the people you hired do what you hired them for, design a product our customers want, not something we constantly have to fix or redesign.

by
| | Reply
Post ID: @gy+1kq1befvp

This post has me laughing so hard. The lack of direction and lack of commitment is systemic. Best of luck on the west coast.

by
| | Reply
Post ID: @dy+1kq1befvp

Our Chief Technical Omission, Mr CTO is a visionary who has pioneered the zen of zero.

by
| | Reply
Post ID: @ab+1kq1befvp

The inability to make decisions or commit are an essential problem. Watched a group work very hard to update a huge document. When portions were submitted for approval, no one could commit. Bits and pieces came together, but never the whole. Up against the deadline, the entire document was published for use with a "still under construction sign" on it. It was impossible to place confidence in it. There were disclaimers everywhere. So much time and trouble wasted. It's oddly validating that your experience matches.

by
| | Reply
Post ID: @a5+1kq1befvp

Post a reply

: