#accountability

I hope Mike and the board invoke the clawback policy to recoup the compensation paid to Frank and Bob Hau over the past couple of years. They knew the growth projections and guidance were wildly unrealistic. It would be therapeutic to have them held accountable.

I sure hope you've all been doing your JSAs to be in here.

I have been part of the business for nearly two decades, and it’s clear that the IT department is in need of a significant overhaul. The current approach of allowing offshore teams to make critical decisions is creating disconnects with our actual business needs.

Recently, a data engineer who had been associated with AAP for 11 years on contract was let go with very short notice. Before his departure, he was required to train other team members for several months — far beyond a standard knowledge transfer. This decision not only undermines morale but also poses a serious risk to business continuity.

From a humanitarian perspective, the timing of this decision is concerning, as finding new employment during November and December is extremely challenging. When employees feel insecure about their positions, their performance and commitment inevitably suffer.

Let's say you're investigated for conduct, you got drunk and obnoxious many hours after a post-work event. Does that basically always end with MAP (Misconduct Accountability Program) status? That means it's impossible to get higher than a 3 rating, and you also get 0% raise and at most -20% on last year's bonus.

Most of the Sr staff are replaceable, they actually do not implement or solve any of the work place challenges, but they like to report on other people work. You spend more time explaining what you have done so that they can repost if the work.
If the auditors actually pay attention to the attestation the would realize something is very strong with this company.

Everything is always fine when in reality most of their students are flawed.

There's is no real integrity or leadership.

Why does a RVP nitpick small things when the tile flooring needs to be repaired/replaced and the cases in the beauty department need new lights?!

Being part of a recent round of layoffs has given me a lot to think about — not just about my own career, but about leadership, accountability, and the values that guide organizations.

In many cases, it seemed that leadership roles were protected while teams — the people who did the day-to-day work that drove results — were let go. It’s a tough reality to process, but also a revealing one.

Athina’s podcast is back…

Unsure who the he-l would listen to this. How “transformational” can a Strategy & Transformation officer be when their company's stock is only up 3% over her 5 year tenure????

She needs to go, this toxic S&T culture starts with her, absolute corrupt coward who acts like a dictator

The real issue isn’t whether the Vawn assets are “material” to Cenovus — it’s whether the special compensation or arrangements Strathcona received from Cenovus are material to other MEG shareholders. That’s the question investors deserve answered.

If certain insiders or counterparties benefited from discounted asset valuations or side-terms, why shouldn’t ordinary shareholders receive an equivalent uplift in share value?

The Board’s defense — that the Vawn assets represent only a small percentage of Cenovus production — completely misses the point. Materiality is judged by what matters to MEG shareholders, not by what’s convenient for Cenovus or its advisors.

The optics here are troubling. The absence of transparent disclosure around valuation assumptions, fairness opinions, and board deliberations raises serious questions about whether all shareholders were treated equally.

Worse, the MEG Board attempts to justify its decision by hiding behind the advice of its financial advisors, BMO and RBC. Outsourcing judgment is not fulfilling fiduciary duty — it’s the opposite. Shareholders rely on the Board to defend their interests, not to delegate accountability.

It’s time for the Alberta Securities Commission and the SEC to take a hard look at whether this process truly met the standards of fairness, independence, and equal treatment that public shareholders are owed.

U.S. oil major ExxonMobil (XOM) will not be able to continue doing business in the European Union if the bloc does not significantly loosen a sustainability law that would penalize companies with fines of 5% of global revenue, CEO Darren Woods told Reuters.

"If we can't be a successful company in Europe, and more importantly, if they start to try to take their harmful legislation and enforce that all around the world where we do business, it becomes impossible to stay there," Woods said on the sidelines of the ADIPEC meeting in Abu Dhabi.

The EU’s Corporate Sustainability Due Diligence Directive aims to provide investors with greater visibility into value chain risks and hold non-compliant companies accountable to member states and victims of human rights or environmental violations, including in operations outside Europe.

"We're continuing to advocate to make sure that people really understand the disastrous consequences of this legislation, if it stands as it currently is, and we're going to continue to try to rally basically, business leaders around the world to push back against this legislation," Woods said.

Exxon (NYSE:XOM) has "slowly been pulling out of Europe," Woods said earlier, noting the company has shut down or exited 19 operations because of what he said was red tape that hurts business.

The European Parliament's legal committee voted in October to water down the EU's corporate sustainability law, which is facing pushback from several companies, including Exxon (NYSE:XOM) that have said complying with the rules would seriously harm the competitiveness of industries operating in Europe.

https://www.msn.com/en-us/money/markets/exxonmobil-ceo-says-eu-sustainability-law-could-force-company-out-of-europe

AT&T would face a lot less resistance to change if leadership finally dropped the RTO obsession. Most of us support performance-based expectations and accountability, but the forced return and relocation policies have turned the majority of employees against upper management.

You can’t rebuild trust while punishing the workforce. People aren’t resisting change, they’re resisting bad leadership. Until that changes, you’ll keep getting the bare minimum effort and zero loyalty in return.

it’s all of our fault for picking up the mistakes, flaws or fundamental errors from the BTC. stop, Stop, Stop before they take all our jobs. If it’s wrong, send it back and ask for the rework. Don’t fix it for them and unless it’s dangerously wrong, go ahead and let the plants feel the pain.

Arguably John Gibbons was most responsible for the operational decline of the FI Group.

If you need to pay him - it is a slap in shareholders faces to do so. He could have been let go for cause, not a made up Senior Advisor. Who exactly is he advising?

Performance/Talent reviews are happening now for Director levels and above. Districts will consist of around 10 stores. SMs will take on a larger roll and accountability will increase from Rep level up. No more minimum threshold. Basically you hit your quota or get out starting 1st quarter once holiday traffic slows and less staff is needed. It’s going to be an apocalypse in retail for the bottom feeders.

SteveB,

You just reported Q3’25 results.

Let’s strip out the “reinvention” slogans and talk GAAP facts.

Because GAAP is the real score: it shows what a company truly earns and spends, with no special adjustments or “creative” add-backs.

Here are the questions employees and investors deserve answers to:

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Q3 GAAP gross margin was 22.7%, not the ~29% “adjusted” number repeated on calls.

When will Xerox return to even 25% GAAP gross margin?

If not in 2026, what is the plan?

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GAAP operating results remain NEGATIVE before interest expense in pro-forma terms.

How do you claim “positive operating momentum” when GAAP still shows operating LOSSES?

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Xerox already took a ~$1B goodwill impairment in Q3’24.

Analysts expect another ~$1B in Q4’25.

After ~$2B in goodwill impairment in two years, how can you claim the strategy has created value?

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Quarterly interest expense: ~$70M

Annual interest burden: ~$280M

How does Xerox service this debt load when GAAP operating income is NEGATIVE?

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2025 Free Cash Flow (FCF) guidance cut to $150M, while cash generation relies heavily on receivables liquidation (~$400M).

Once receivables are gone, what funds operations?

When does Xerox produce true operating cash, not working-capital pull-forward?

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Cash at Q3’25: ~$535M

Expected Q4 hit from impairment, restructuring, interest: > $1B

How many quarters of runway remain before EXTERNAL CAPITAL becomes MANDATORY?

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Headline revenue +28% was entirely acquisition-driven.

Pro-forma organic revenue: -8%.

When does Xerox deliver organic growth — without buying it?

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Legacy print equipment installs declined 24%; core print post-sale revenue -5%.

At what point do you acknowledge the print decline is STRUCTURAL, not “delayed demand”?

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Synergies raised to >$300M, but integration costs are front-loaded and recurring.

What percent of announced synergies have actually hit GAAP results?

Not adjusted — GAAP. Give the number.

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Moving SMB accounts to partners, closing direct touchpoints, offshoring operations.

Is this a transformation — or a cost-collapse to survive declining print economics?

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Xerox booked a valuation allowance against deferred tax assets.

If the future is so bright, why does your own accounting tell us future taxable profits are uncertain?

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1200+ roles eliminated.

Yet no GAAP earnings improvement.

How many more jobs must be cut before the financials turn? Or is cost-cutting the strategy?

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Final Question:

When will Xerox return to GAAP profitability and positive GAAP operating cash flow without working-capital burn?

Provide a quarter and a number.

No slogans. No AI buzzwords. No “Reinvention” language.

Just GAAP math, dates, and accountability.

Employees, customers, and investors deserve nothing less.

The Employees and Wall Street dont believe Raul F. "The debut of the Xponential AI framework adds a fresh storyline, but with not a single major analyst rating DXC a 'buy' – unlike its IT services peers – the company’s still playing catch-up.

As digital transformation gathers pace globally, DXC’s stronger cash flow and AI push could keep it in the game for the long haul – as long as it can deliver on its promises."

Their fragile egos just refuse to take any accountability. Of course culture and morale are high when they don't have to answer to anyone (the board of directors asleep at the wheel), don't have to worry about being laid off, and collect fat bonus and merit increases no matter what. Don't accept their relentless gaslighting and keep speaking up on their lack of leadership and poor performance.

Thoughts on this comment from an AVP : team members who are earning higher salary should have more on their plates. (Exact same titles)

Finally some acknowledgment of what most employees already knew…things aren’t great and they need to change

But…where’s the acknowledgment from the other leaders as they rapidly pivot to protect their own positions

I can’t help but feel that some should be reflecting on poor performance and leaving proactively..at the very least they should be on a PIP! Maybe these discussions are ongoing but the culture has to change to one of more honesty and transparency

And will anyone ever be held accountable for the state of affairs? Ruining people’s lives just to chase the stock price, because they have no better ideas.

This is disgusting. I feel deeply for everyone affected, and I sincerely hope they find something soon.

Dan was head of the board of directors while we were losing market share. He nodded yes on all of it and let Hans run us into the ground. Tony was the CFO during this too. But we pay them millions now to fix what they caused haha. Only Verizon could be this stupid. Dan should have been thrown off the BOD and Tony should have been fired.

As you are making personnel decisions you should know that he must go. He was Frank's lawyer for a decade with a one year break when he was picked second to the Fiserv lawyer. Think about it, he has been at every advance meeting of earnings as the top legal and compliance official. He has been in every conversation about audit, compliance, governance and not ONCE did he ever say hey Bob and Frank maybe that is too aggressive we shouldn't do that???? Also, oddly he was given "operations" responsibility, was that to detract from his responsibilities for legal and compliance. Did that compromise him or at minimum distract him from his role as Chief Legal Officer. I think you or anyone would know that he was either complicit or incompetent and as a CEO you need a Chief Legal Officer who is trusted.

You just knew that when Frank got in there, he was going to f*ck up SS and it was going to cost all of us.

Another set of disastrous results, yet another excuse of word salad - "While continued macro volatility and near-term uncertainties on government funding decisions weighed on transactional print this quarter“

RESIGN NOW CEO !

These Managers provide conflicting directions which they don't even understand and are USELESS......waste of space. Fiserv needs workers.

These folks are dishonest, incopetent, unethical liars and holdovers from Franco's reign of cronysim, and engaged in years of damaging self promotion and suppression of knowledgeable talented senior staff who knew better.

Mike needs to move swiftly and send these folks packing. You don't need them Mike, the messes you have been uncovering have their fingerprints all over them. I am pleased they lost 45% of their stock portfolios today too.

Too many good people are struggling right now — burned out, anxious, even dealing with health impacts. It’s easy to feel invisible, like just another name on a list. But we’re not, and we shouldn’t be to each other.

Everyone deserves respect and safety. When that’s missing, it doesn’t just hurt morale — it hurts people. If you see someone slipping, check in. “Hey — you okay?” can mean more than you think.

If someone’s afraid to report what happened, do it for them. Accountability starts with us. Big changes don’t excuse breaking rules, laws, or people.

Need help?
• Report issues anonymously: https://secure.ethicspoint.com/domain/media/en/gui/57844/index.html
• Know your rights: https://www.dol.gov/agencies/whd/state

We may not fix everything now, but we can protect each other.

Before you downvote, think: if someone was wrecking your health or threatening your family’s income for no reason, wouldn’t you want someone to speak up? We’re a $6 billion company, not a failing startup. This isn’t survival — it’s people going rogue, and it needs to stop.

Management is pushing for all metrics in various reports to look pristine. One project had a tasks at 100%, which was questioned as the project is most likely, with accurate reporting, in a red status. Response was that the initial jobs or tasks were ran. When it was pointed out that many of those items were incomplete still, the response was well we listed that on another sheet. Got it. Hiding the real results so the reports look good. Never mind that the overall project will fail.
Told today to close out a project that was marked as on hold. Asked why and how to track. Oh just note it yourself, maybe with a stick on note. Seriously was told that. Just wanted it gone so report looked nice. It would be karma if I am gone when this is resurrected, because that note will be gone as well as the project plan.
This place is a joke.

I truly hope Roundel leadership takes accountability for how this situation has been handled. As employees, we look for comfort, feedback, and — most importantly — transparency from our leaders. The continued silence and lack of communication leading up to Tuesday have been disappointing and disheartening. In times like this, openness and honesty are what build trust and show respect for the people who make this organization what it is. Unfortunately, that hasn’t been the case, and it’s left many of us feeling embarrassed and let down. I ask do better be better and just resign.

For those that work at Gartner they know that if you are put on a plan for success then that means you are being quietly being shown the door. It’s impossible to complete that formal program under the current economic environment. There is a push from leadership to meet metrics, but how can anyone do that when Gartner consulting has a terrible pipeline at the moment and an even worse one going into 2026. Things will get better but they will get much worse before that. Leadership is sitting on their thrones making impossible demands of staff whilst taking no accountability and providing no support to the people who have dedicated themselves to providing exceptional client work. I wish Gartner would stop pretending that things are great and be transparent and let people know that there are more layoffs to come. So disappointed at the company. They are ruthless.

I genuinely believe Target generated the wrath of too many people, and this caused its downfall, unfortunately innocent people who have not been involved in these terrible decisions end up suffering. As an ex employee, my treatment was absolutely horrendous and nobody on my team spoke up. I came to Target, thinking I was working for a really positive, forward looking company when in reality it’s an organization filled with yes people who are scared to speak up because the status quo will not allow it. As soon as you speak up you become a targeted individual that has no career path. I genuinely hope a new group of leadership can take over and make things right as the current leadership cannot do this. Rinse and repeat will not save Target. Investors have already signaled this, but of course why not continuing ignoring them.

So is it safe to say the Verizon rebrand was an expensive fail at this point? Anyone being held accountable?

Are there any consequences if you coffee badge or don’t hit your numbers? Are they giving exemptions due to bad weather?

The stock buyback plan seems to be working in reverse. Instead of creating shareholder value or paying down debt, billions have been poured into buybacks with nothing to show for it. The stock is sliding, the debt remains sky-high, and the company continues to cut jobs and force 5-day RTO as if that’s the solution.

It’s the same story we’ve seen time and again — billions wasted on DirecTV, Time Warner, Mexico, and now buybacks that do the exact opposite of what they were supposed to. Employees are the ones who pay the price while leadership keeps pretending this is all part of a “long-term strategy.”

How many more bad bets do we have to live through before someone is held accountable?

Soon company ( I think Nov 18,2025) will have its Annual Stockholder virtual meeting. You are more than welcome to ask tough questions to uncle L, aunt SC & rest of the old horses.

It is very easy to see the UM Centralization Leadership is realizing they have messed up! Easy to see they are reading these post! Take
Some responsibility and admit this is a mess!!!