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Wells Fargo plans to eliminate 114 positions in Sacramento County, citing cost reductions and expanded use of artificial intelligence. Employees at the Arden Arcade location were notified this week, and the layoffs will begin in February.
https://www.sacbee.com/news/business/article313664050.html
Does anyone know of any RIFed roles actually replaced with AI?
Under murky rationale the head of Oracle Design left the company. Oracle has made great strides in UX (redwood.oracle.com) but the future is not clear. Everything is “AI” but with no real strategy.
"Famously brutal Fortune 500 CEO reveals the three rules every American must follow to avoid getting laid off as job apocalypse spreads"
Internet Archive version - https://archive.ph/DwCYF
His 3 points:
1) Go to the office every day - 'One of the problems in our society today is isolation. And working from home stems more isolation.' - Stankey
So he's worried about our mental health now?
2) Take AI training classes, NOW! - dang, I agree with Stankey on something. It's a sad day.
3) Forget loyalty, focus on results - He described the employer-employee relationship as transactional and constantly up for renewal.
Every day, you have to earn your keep at the company,' he said, adding that, 'similarly, the company has to earn the right to your skills.'
Funny. If we really went by his own measure, he should be the first one fired.
Hal2000 was conflicted in his assignments. I can't wait to see what happens when our AI models get surreptitious assignments with override codes like Hal2000 did. Yes, its coming!
"I'm sorry Bob, I just can't activate your account right now. You have been deemed a risk....please step aside and wait for the authorities....."
Yeah and there is no coming back from that scenario. Nope. None.
https://www.desmoinesregister.com/story/money/business/2025/12/12/wells-fargo-layoffs-west-des-moines-jordan-creek/87733975007/
Wells Fargo will lay off an additional 25 employees from its Jordan Creek campus. These latest reductions are effective February 6, 2026. This brings Wells Fargo's announced layoffs in the Des Moines metro to 152 since September, and 1,393 since April 2022. The company stated the changes reflect a push for efficiency and alignment with market conditions. CEO Charlie Scharf also indicated that artificial intelligence is expected to impact future workforce adjustments.
Sales org is continuing to lay out PIPs or "Plan For Success" to hide from mass layoff announcements. Really unfortunate timing as my cohort of AE's and Account Directors from April 2025 are getting the short end of the stick. This industry isn't going to turn itself around anytime soon and has a long uphill battle against AI that is a free or minimal spend for clients.
If you receive a PIP, just focus on a new job. PIP = Paid Interview Program
How is the landscape looking right now? Is it akin to the hunger games?
First thing is the cloud stuff. We were told to go full hog to the cloud so we did. Now the outages are insane, and leadership is regretting it for our area, but with on prem set for decomm, there is no turning back. Not to mention the costs are through the roof with offshore misconfiguring it and cranking up the bill.
Secondly is the AI stuff. Feels like every team is just publicly declaring they are cramming AI into everything, attempting to, and then failing and trying to cover it up.
Will Candyman actually face accountability for this disaster? I have yet to see a working demo or plan that made any sense since he took over.
I also was told yesterday that PW's organization is set to deploy "hundreds of AI agents" to production next year who will be giving us business and funding, which i frankly find extremeley hard to believe.
Last quarter, I rolled out Microsoft Copilot to 4,000 employees at $30 per seat per month—about $1.4 million a year. I packaged the whole thing as “digital transformation,” a phrase the board loved so much they approved it in eleven minutes. No one asked what Copilot would actually do, including me. I promised it would “10x productivity,” which isn’t a real metric, but it sounds like one. When HR asked how we’d measure that, I told them we’d “leverage analytics dashboards,” and they promptly stopped asking. Three months later, I checked the usage reports: 47 people had opened it, 12 had used it more than once, and one of them was me. I used it to summarize an email I could have read in 30 seconds; it took 45 seconds and still required correcting hallucinations. Still, I declared the pilot a success—success meaning it didn’t visibly fail. When the CFO asked about ROI, I showed him a graph that moved up and to the right, charting a metric I invented called “AI enablement.” He nodded approvingly. We are now officially “AI-enabled,” whatever that means, and it’s proudly featured in our investor deck.
A senior developer asked why we didn’t just use Claude or ChatGPT, and I replied that we needed “enterprise-grade security.” When he asked what that meant, I said “compliance.” When he asked which compliance, I said “all of them.” His skepticism earned him a “career development conversation,” after which he stopped asking questions. Meanwhile, Microsoft sent a case study team who happily accepted my claim that we “saved 40,000 hours,” a number I produced by multiplying employees by a figure I made up. They didn’t verify it, and they never do. Now we’re featured on Microsoft’s website as a global enterprise achieving massive productivity gains, and the CEO shared it on LinkedIn to 3,000 likes—despite never having used Copilot. None of the executives have; we granted ourselves an exemption to avoid “digital distraction,” a policy I wrote. With licenses renewing next month, I’m requesting an expansion: 5,000 more seats. We haven’t used the first 4,000, but this time we’ll “drive adoption,” which means mandatory training—a 45-minute webinar no one watches but everyone completes, and completion is a metric. Metrics go in dashboards, dashboards go in board presentations, and board presentations get me promoted. I’ll be SVP by Q3. I still don’t know what Copilot actually does, but I know what it’s for: proving we’re “investing in AI.” Investment means spending, spending means commitment, and commitment means we’re serious about the future—the future being whatever I say it is, as long as the graph goes up and to the right.
Last quarter I rolled out Microsoft Copilot to 4,000 employees.
$30 per seat per month.
$1.4 million annually.
I called it "digital transformation."
The board loved that phrase.
They approved it in eleven minutes.
No one asked what it would actually do.
Including me.
I told everyone it would "10x productivity."
That's not a real number.
But it sounds like one.
HR asked how we'd measure the 10x.
I said we'd "leverage analytics dashboards."
They stopped asking.
Three months later I checked the usage reports.
47 people had opened it.
12 had used it more than once.
One of them was me.
I used it to summarize an email I could have read in 30 seconds.
It took 45 seconds.
Plus the time it took to fix the hallucinations.
But I called it a "pilot success."
Success means the pilot didn't visibly fail.
The CFO asked about ROI.
I showed him a graph.
The graph went up and to the right.
It measured "AI enablement."
I made that metric up.
He nodded approvingly.
We're "AI-enabled" now.
I don't know what that means.
But it's in our investor deck.
A senior developer asked why we didn't use Claude or ChatGPT.
I said we needed "enterprise-grade security."
He asked what that meant.
I said "compliance."
He asked which compliance.
I said "all of them."
He looked skeptical.
I scheduled him for a "career development conversation."
He stopped asking questions.
Microsoft sent a case study team.
They wanted to feature us as a success story.
I told them we "saved 40,000 hours."
I calculated that number by multiplying employees by a number I made up.
They didn't verify it.
They never do.
Now we're on Microsoft's website.
"Global enterprise achieves 40,000 hours of productivity gains with Copilot."
The CEO shared it on LinkedIn.
He got 3,000 likes.
He's never used Copilot.
None of the executives have.
We have an exemption.
"Strategic focus requires minimal digital distraction."
I wrote that policy.
The licenses renew next month.
I'm requesting an expansion.
5,000 more seats.
We haven't used the first 4,000.
But this time we'll "drive adoption."
Adoption means mandatory training.
Training means a 45-minute webinar no one watches.
But completion will be tracked.
Completion is a metric.
Metrics go in dashboards.
Dashboards go in board presentations.
Board presentations get me promoted.
I'll be SVP by Q3.
I still don't know what Copilot does.
But I know what it's for.
It's for showing we're "investing in AI."
Investment means spending.
Spending means commitment.
Commitment means we're serious about the future.
The future is whatever I say it is.
As long as the graph goes up and to the right.
The slow pace of widespread job replacement by AI is not a reflection of AI's capability, but a direct consequence of organizational dysfunction. Current "agentic AI" systems are only as effective as the structured workflows they execute.
The reality in most legacy corporations like Verizon is a landscape of fragmented, siloed organizations operating under conflicting Key Performance Indicators (KPIs). This structure is the root cause of systemic inter-departmental conflict and blame-shifting.
An AI agent does not engage in finger-pointing; it issues a clear error code indicating a break in the designed workflow. Crucially, that error will persist until the systemic gaps are reconciled and the workflow is made functional. Many legacy companies are littered with years of broken processes, often obscured by anecdotal reporting, polished presentations, and manipulated performance metrics.
These old habits will fail when faced with systems built on hard, fast rules.
Therefore, the initial push for corporate restructuring—the mass simplification and removal of organizational layers—is not just about efficiency. It is the necessary preparation. Once these fundamental workflow gaps are addressed and optimized, the corporate architecture will be ready for large-scale agentic AI implementation. The organizational cleanup precedes the technological deployment. Get ready for the next phase.
Any word on cuts in the new year in 2026? Some job functions are starting to integrate AI to reduce headcount. Repetitive functions are being streamlined by AI. This is occurring from roles from accounts receivable, payable, payroll, service desk analyst, desktop analyst and more.
Some say because CNRL has a history of not cutting it won’t occur in one shot. Rather they will initially try to focus cuts on attrition (not hiring for those who retire, quit or go on disability leave). CNRL has been historically slow to take any strategy moves. With the changing economy and tariffs we will have no choice to pivot. Other industries have seen and continue to see job cuts due to AI. It’s only a matter of time before the impact is seen here.
Hold off on those expensive summer vacation to France, Germany or other places like some did in 2025. We are in for a rough ride ahead. Believe it or not AI is coming for our jobs even here at CNRL, it’s just a matter of time.
All this talk about how AI is going to take this company so far ahead has it really helped you at all? Or just helped you out the door?
My manager just told me they had Copilot write the year end reviews for all of their employees.. Is this the glorious future we've all been waiting for? Our performance and raise dependent on AI?
"If your company isn’t keeping up with AI, let me give you the real reason:
You don’t have enough Jacks
You know exactly who “Jack” is:
the builder, the doer, the one who actually ships things while everyone else schedules another meeting to “align.”
But instead of hiring more Jacks, most companies do the opposite:
➡️ They create an “AI Center of Excellence.”
➡️ They hire a “Head of AI Strategy.”
➡️ They add two layers of managers… before writing a single line of code.
And then they wonder why innovation is slower than a Windows XP update….
The truth is simple:
Too much hierarchy ki-ls AI velocity.
Not because people are bad… but because every new manager means extra decks, extra approvals, extra reporting, extra politics and zero extra innovation.
If you have a team of strong senior builders, you don’t need ten managers.
You need to get out of their way and let them build.
This is why startups move at light speed
And enterprises move like they’re being pulled by a tired horse
If you want to win in AI, stop collecting titles…
and start collecting builders"
This could apply at FIS to AI, account management, cio, marketing, commercial management....
FIS keeps firing the builders and doers and adding more CEO minus two level chiefs, each of which then expand their empires and hiring, turf battles, demand more internal reporting....
Is this a weedout course for employees? I've just completed it and tbh, it's not something everyone could complete. It requires critical thinking, debugging and prompt engineering to complete.
What do you think will happen to those who don't get a good grade on theirs?
From Reuters
Wells Fargo: severance likely to rise in fourth quarter
Bank will roll out AI gradually over the next year and beyond
More efficiencies to come from AI, CEO says
Dec 9 (Reuters) - Wells Fargo (WFC.N), opens new tab expects more cuts to its workforce and sees higher severance expenses in the current fourth quarter, CEO Charlie Scharf said on Tuesday, adding that artificial intelligence was set to change the way its business works.
"We have gone through the budgeting process, and even pre-artificial intelligence, we do expect to have less people as we go into next year," Scharf said on the sidelines of a Goldman Sachs financial services conference.
Apparently AI is only used for booking trips and summarizing emails.
There’s more AI function in my tennis bag.
What are your thoughts on the SLT view on AI?
We don’t expect significant layoffs before end of financial year (Jan 31st). 3Q was good, stock is up and the holiday event seems to be going fine.
Evaluations continue on where AI can be implemented, although progress is slow due to backlog and inability of the tech side to implement and put into production old projects that have languished. Some will be canceled.
Evaluation time is coming up for salary associates so we’ll see the normal reductions based on performance starting March/April.
Probably no significant workforce reductions until the May time frame. Once the new CEO is installed, it’s likely we’ll see some tech leadership turnover to increase focus on project delivery and stability.
We believe several areas are probably safe from the potential 2Q reductions, such as transportation, vision and store staffing. Expect a focus on market management and merchant areas with potential AI solutions to streamline the business side and a renewed emphasis on first to market activities.
We think the biggest resource impact could still be in tech but not until 2Q.
What a joke.
An hour of how great Eliza is. Just come out and tell us that within a few years, we will all be without a job because your precious AI bot will be doing it all.
Hey RV, I think your girl Eliza left a little something on your chin. Might wanna wipe that off
DTC Dells how to follow along is ending all LVL 1 support positions here shortly. They did a massive push on BPO companies servicing dell clients where they were not required to have formal training on TECH so they could follow a flow chart on NBA. This will be the death of quite a few jobs for the industry if others adopt.
I was doing some tinkering with AI and thought to share:
⭐ 3. Set internal boundaries with AI pressure and dashboards
Dashboards are not reality.
AI promises are not reality.
The “push of a button” narrative is not reality.
But your body reacts like they are threats.
To protect yourself, create a mental mantra:
“Leadership’s metrics are not my emergency.”
Repeat it when:
• deadlines shift
• new reviews drop suddenly
• AI hype creates worker panic
• leadership frames scarcity as urgency
Your job is to contribute — not to sacrifice your health for an algorithm.
OpenAI won’t deliver $100B to Oracle, struggling itself. So no backlog no pay off of data center nor Stargate. The apps are being replaced by smaller SaaS solutions much cheaper. The AWS and Google connection ki-ls the rest multi cloud. AI theme is not financially valid and AI agents in Apps are just another feature. Nobody new buys apps because AI agents… that’s true.
Time will tell.
$11B? Who wants to hazard a guess as to how AK is going to pay for this?
https://www.wsj.com/business/deals/ibm-nears-roughly-11-billion-deal-for-confluent-276f52d8
Deal for data-infrastructure company could come as soon as Monday
By: Lauren Thomas
Dec. 7, 2025 10:01 pm ET
International Business Machines IBM is in advanced talks to acquire data-infrastructure company Confluent CFLT for around $11 billion, according to people familiar with the matter.
The details
A deal could be announced as soon as Monday, the people said, cautioning that the talks could still fall apart.
Confluent had a market value of around $8 billion as of Friday, while IBM’s was around $290 billion.
Confluent provides technology that helps manage streams of real-time data used in big artificial-intelligence models. An AI bo-m has boosted the need for its capabilities from companies in sectors including retail, technology and financial services.
The context
An acquisition of Confluent would be the biggest deal for IBM in recent memory as it repositions its business around AI.
Last year, it agreed to buy cloud-software provider HashiCorp for $6.4 billion, in a deal that pushed it further into fast-growing cloud and AI offerings.
In October, IBM posted higher revenue in the third quarter, boosted by higher-than-expected growth in its consulting business. IBM in November said it would lay off thousands of employees before the end of the year, joining other technology companies that are repositioning themselves in the age of artificial intelligence.
IBM has been competing with Google, Microsoft and a number of startups to build computers that exceed the abilities of the best conventional ones. It is working on larger clusters of quantum chips that it expects will enable large-scale computing in the next five years.
Chief Executive Arvind Krishna recently said IBM has used AI—specifically AI agents—to replace the work of a couple of hundred human-resources workers. That has enabled it to hire more programmers and salespeople.
Technology has been one of the busiest sectors for dealmaking this year. Google parent Alphabet struck a $32 billion deal for cybersecurity startup Wiz. Palo Alto Networks agreed to a $25 billion deal for CyberArk. And Salesforce struck an $8 billion deal for data-management software firm Informatica.
I’d love to know how much money is being burned on that hallucinating mess, and how many people were pushed out specifically “because of AI.” Sure, most cuts were really about offshoring, but some people absolutely were replaced in the name of AI, and the productivity expectations tied to it keep creeping up. It’s about time people noticed that, in most cases, AI just drains time and energy. Replace people? Good luck relying on a machine that can’t give you the same answer twice.
Are you reading the posts on this forum? Do you care about the health of this company? As a shareholder, I do. You don’t need to hire a multimillion dollar consulting firm to diagnose the situation and put a plan in place. A rational person and a little GenAI can summarize the themes for you
Key Themes
• Organizational instability: Employees cite constant reorganizations—often every six months—which has created fatigue, confusion, and a sense that structural decisions are being driven by short-term pressures rather than a long-term plan.
• Talent decisions undermining trust: There are repeated concerns that recent layoffs and promotions didn’t align with performance, with high performers cut while lower performers remained due to internal politics or legacy relationships.
• Leadership and HR gaps: Employees point to inconsistent leadership quality, slow or overly procedural HR processes, and communication missteps around sensitive changes. Some comments note ineffective leaders remaining in place despite clear issues.
• Burnout and morale decline: Workloads are heavy, career mobility feels limited, and many employees describe being exhausted and discouraged. Morale appears fragile, and trust in leadership is weakened.
• Impact on innovation: Several threads reference a shift from leading the market to following it. Internal volatility is viewed as slowing decision-making and diluting the creative culture that historically fueled Nike’s brand strength.
Implications
Left unaddressed, these issues create material risks: higher attrition among top performers, slower innovation cycles, reduced productivity, and a culture that becomes increasingly difficult to repair.
Recommendations for Consideration
• Stabilize the organization by pausing major reorgs and aligning on a multi-year structural plan.
• Audit recent layoffs and promotion decisions to rebuild confidence in fairness and performance alignment.
• Strengthen leadership accountability through clearer expectations and more rigorous capability reviews.
• Address burnout by examining workload models, spans of control, and internal mobility pathways.
• Recommit to innovation by protecting creative/product teams from ongoing churn and simplifying decision processes.
Nike’s external brand remains incredibly strong, but the internal signals point to a need for stability, clearer leadership alignment, and a renewed focus on innovation. Addressing these areas will help rebuild trust and set the foundation for long-term growth.
AI now affects one in four jobs worldwide and could trigger the largest workforce displacement in modern history. An estimated 30–50% of office jobs may be replaced or heavily reshaped within five years. Are we prepared? Are our leaders prepared? Do we have a plan to retrain workers for the new labor market?
https://www.sanluisobispo.com/opinion/readers-opinion/article313429763.html
Computers solved some problems but created a whole host of new ones
The internet solved some problems but created a whole host of new ones
Cloud computing solved some problems but created a whole host of new ones
Why will AI be any different???
https://www.linkedin.com/posts/bellshannon_opentext-saasnorth-ai-activity-7392316748789645313-ZHe0?utm_source=share&utm_medium=member_ios&rcm=ACoAAABhB4MBcBHRibYSCOVJE9N6rfUeHc5O6F8
Meta has acquired AI-wearables startup Limitless, maker of a pendant-style device that records and transcribes real-world conversations, as the social media giant doubles down on efforts to build AI-enabled consumer hardware.
https://www.reuters.com/business/meta-acquires-ai-wearables-startup-limitless-2025-12-05/
Anyone want to tell us about how Citi is handling AI use in various departments? I've heard that some departments aren't touching it, while others have gone full send and are exposing everything from policies to chats. Which one are you guys using too, chatgpt or another?
Ignore the BS. Restructuring is underway.
AI is king. Underperforming BUs will make up the majority of Layoffs.
If you are in a BU that doesn’t directly generate Revenue, you will be hit extremely hard
Verizon’s Mass Layoffs Were ‘Inevitable,’ CEO Says. What the Telecom Wants to Do in 2026. By Karishma Vanjani - Dec 05, 2025, 4:49 pm EST
Verizon announced its largest-ever round of layoffs, cutting thousands of jobs last month. Now the telecom’s new CEO is explaining the cuts—and laying out the path forward for remaining workers.
Chief Executive Daniel Schulman hosted a live all-hands employee webcast on Friday, the company’s first since announcing it’s shedding more than 13,000 jobs. Holding a cup and wearing a dark shirt while standing in front of the red Verizon logo, Schulman was blunt. A video of the webcast was seen by Barron’s.
“We’ve lost like 500 to 700 basis points of market share in the last five years,” Schulman said. “And by the way, that puts pressure on a lot of things. It puts pressure on our revenue. It means we have to compete harder. We start raising rates and when we start raising rates, you start irritating customers big time. They start churning. Like our churn is up like 20, 25 basis points since we started raising rates.”
Customer satisfaction scores are also not great, according to Schulman. “They are worse than our competitors,” he said, adding that the fault is partly Verizon’s. The telecommunications giant didn’t offer employees the “financial flexibility” to get things done, he said.
“A lot of it is self-inflicted wounds. A lot of it,” Schulman said.
The decision on mass layoffs was “inevitable,” according to Schulman, “because if we don’t have enough money to put back into our value proposition to customers, we are going to continue to shrink.” Making small cuts would have meant doing something quite large later on, he added.
Schulman said he presented the company’s 2026 turnaround plan during his first board meeting as CEO this past week, and has plans to detail it the next time he talks to the Street, a likely reference to analysts who cover the company. Schulman will probably share more during Verizon’s fourth-quarter earnings call on Jan. 27.
Verizon didn’t immediately respond to Barron’s request for comment on the plan or the layoffs.
Investors, however, can put together some clues. In late October, Schulman said he intends to use “AI as a key tool to simplify offers.”
That same month, Schulman said in a call with employees, according to a transcript reviewed by Barron’s, that “a lot of the friction occurs because we’re so complex. Like we have so many different promotions out there.”
Verizon will also likely make customer service a focal point in the new year. Schulman, who called himself an overachiever and an upfront man in Friday’s webcast, shared a story of a terminally ill cancer patient who he personally contacted after the man reached out trying to disconnect his Verizon plan.
“Everybody gets terrible customer service across every industry, it’s so bad right now out there. And what if we empowered our reps to do the right thing,” Schulman said.
Verizon has its work cut out for itself. Having a good network connection is no longer a differentiator—and that is forcing the telecom to try to find another way to standout amid a competitive landscape. Shares have taken a beating: Under former CEO Hans Vestberg, who will now serve as a special advisor until October 2026, Verizon stock fell 15%. Shares have dropped 6% over the past three months.
Earnings before interest, taxes, depreciation, and amortization, or Ebitda, largely remained stable under Vestberg, who took the reins in mid 2018. Ebitda in 2024 was $48.8 billion, up from $47.2 billion in 2019.
The latest Thanksgiving was strong, Schulman said during the webcast. Separately, he said he sees an opportunity in helping hyperscalers—large cloud service providers—connect to data centers.
Schulman wished his employees happy holidays at the end of the webcast. “Don’t forget about finishing the fourth quarter strong,” he said.
Paywalled: https://www.barrons.com/articles/verizon-layoffs-ceo-stock-price-1e8ee33f
Paywall Removed: https://archive.is/XvQ4k
Comments:
Scott Colebank
Many investors remain in this stock because the dividend yield is appealing and the company has a long record of increasing its payout. With a new CEO taking over, there is uncertainty about how highly he prioritizes maintaining or growing the dividend as he works to turn the company around.
Whitham Reeve
Both the CEO and the company have avoided addressing the dividend directly. This silence is viewed by some investors as a sign that management may consider cutting or reducing the dividend without drawing attention to it.
CM C
The incoming leadership appears to be focusing on operational discipline, which is overdue. Schulman faces the challenge of repairing an organization that, under Vestberg, struggled with efficiency. The previous leadership period included high capital spending, unnecessary complexity across business units, and frequent strategy changes that diluted focus. Vestberg also earned eight figure compensation despite weak performance, which frustrated many shareholders.
Bill Letson
As wireless service becomes more like a commodity, carriers often engage in price competition to retain or attract customers. This compresses margins and can erode long term value. Because of this dynamic, the commenter sees Verizon as a value trap, meaning the stock appears cheap but may not deliver meaningful upside.
MATTHEW MENENEBERG
This user experienced billing issues in which Verizon added charges for services that were not requested. Removing these charges took months and no refund was provided for the incorrect billing period. Because of the frustration and lack of customer care, they plan to leave Verizon soon.
Houyhnhnm GT
The commenter has been a long term holder who has waited through multiple promises of improvement. The ongoing lack of meaningful progress has tested their patience, and they plan to give the company only one more year before selling if results fall short again.
George Vernile
This investor highlights the substantial dividend income they receive, about four thousand dollars every quarter. They remain committed to holding the stock because the steady income is valuable to their portfolio.
https://ai-ceo.org/
bye bye, Slurp. Dan, sent the letter
https://timesofindia.indiatimes.com/technology/tech-news/ibm-ceo-to-google-amazon-microsoft-and-other-tech-companies-does-not-make-sense-to-/articleshow/125804195.cms
Get ready folks, here comes another round... Pipeline is crawling, lots of folks on the bench... But wait, we spent a lot of money on SalesForce!! Just helps to show how bad it is, quicker and more efficiently. Can't fire people quick enough to save $$$. Let's fire more hard working Americans and move those roles offshore, stat! AAR please! Cause none of us have served in the military, but we did this really cool thing at West Point and like to believe that we really are tough, like rugged man tough and we got a T-shirt and love to add it to our linkedin profile, cause you know, it makes us look tough. Did I mention how rough and tough we are?
Solutions Integrator <---- Failed
VAR <---- Abandoned the back bone to chase a field of dreams
AI Super Star <---- Not really, but it sounds cool, like cool cool
Dud <---- Current state of affairs
All the execs are trying to get their buddies into the CEO role to save their behinds. Hey, I know let's hire more of the Lequin family to come and help out.. cause as you know, they crush quota! Hahahahah
If you invested funds in Insight five years ago, you only got a 17% return. Wow, those are some stats to brag about around the Christmas dinner table. Hey, we salvaged 1/3 rd of market cap to boot in only 2 years. Man, I can't wait to tell the kids. He-l, I think that I will be writing a book, doing a podcast, a vlog and well just telling the world how awesome we are. I just bought 20 more pieces of that awesome Fuchsia clothing to show just how much I love this place.
Make sure that you kiss a lot of behind to not get the boot on January 5th. Or just call yourself a CTO or CISO, since we have unlimited number of those around here and you'll be safe.
*. DAN LIKES TO SIP COFFEE LOUDLY INTO HIS MIC
*. DON'T BE LATE TO DAN'S MEETING BY EVEN 1 MINUTE. BUT EXPECT HIM TO HAVE AWKWARD LONG PAUSES DURING HIS MEETING CAUSING HIM TO GO OVER BY THREE MINUTES.
*. AI AND ROBOTS WILL TAKE OUR JOBS.
*. DAN WANTS TO REVOLUTIONIZE VZ WITH AI. BUT HE DOESN'T DON SLACK AND HE PREFERS LETTERS.
*. EVERYTHING ABOUT HAN'S VERIZON WAS HORRIBLE INCLUDING PERFORMANCE, CULTURE, EMPLOYEES. THE BOARD MEMBERS WERE EXCELLENT HOWEVER.
*. AI IS
Something to sound like an AI start up? OpenText as a brand sounds old and not sure how many companies associate us with successful AI.