#ceo

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On behalf of the great T, she welcomes your accolades. At present, Dolce and Cabana’s “Who cares about my workers’ collection is debuting. The great T purchased another form fitting belt for $18k, to honor Women’s month. HR is currently explaining 3 days a week is actually not 4 days a quarter. Where is our CEO??

I left 3 years ago, and man, I loved it at MDT. I had a great boss, great work, and just the best work friends ever. I was happy with my salary and benefits, too. I learned a lot and became a great professional largely because of my time there. They called me to go back last week.

And so it's devastating to say I told my ex-VP I wouldn't... because Geoff Martha is still CEO and for as long as that is true, it just isn't a stable place to work. I was privy to a lot of the details of RIF work and so much of it really was because of sh---y financial results, despite them calling it "OPTIMIZATION". Eventually they were even sacking really brilliant people that consistently delivered.

Really sad and they could turn it around if the board wasn't a bunch of rent-seekers and would do the right thing and get rid of GM.

https://www.theguardian.com/business/2026/mar/12/shell-ceo-pay-jumps-despite-slump-in-oil-firm-profits-wael-sawan

https://www.investors.com/news/citi-stock-ceo-jane-fraser-commentary-fee-targets-growth-geopolitics-private-credit/

I predict Gail will leave the company within a few months (if not sooner), whether it’s her own decision or not. I’ve been here a long time and I’ve never seen a CEO stay as long as her. Our stock is tanking, and has been tanking for at least a year. I cannot believe she’s still the CEO. She’s the common denominator in all of our troubles.

This company is begging to be sold, but these Execs have ruined any and all value. The weird old CEO is way over his head. All he knows how to do is lay people off. Should go to Georgia State and take an Econ 101 class. Could only help. He couldn't get into tech.

EH, you can't rebuild with layoffs and you flying around! I had faith in your; but you proved me wrong...

Article: https://www.bizjournals.com/portland/news/2026/03/09/elliott-hill-nike.html?csrc=6398&utm_campaign=trueAnthemTrendingContent&utm_medium=social&utm_source=linkedin

Wells Fargo Net Income (2025): Approximately $21.3 billion,

Wells Fargo CEO and Chairman Charlie Scharf was awarded a $40 million compensation package for the 2025 performance year, a 28% increase from the $31.2 million he received in 2024

Wells Fargo & Company's (WFC) market capitalization as of December 31, 2025, was approximately $288.23 billion.

VS.

NVIDIA's net income for the full fiscal year 2025 (ending January 26, 2025) was $72.88 billion. In fiscal 2025 (ending early 2025), Nvidia CEO Jensen Huang’s total compensation package was approximately $49.9 million, driven heavily by stock awards. 

On December 31, 2025, NVIDIA's (NVDA) market capitalization was approximately $4.53 trillion,

My impression: it's time for a change.
Raul has changed the Exec Board, tried a lot of things. Nothing helped.
Now a new leader will be looked for, with a new approach, new cronies.
It might take some month still, but I got a feeling the exchange of the CEO is inevitable.

What's your impression?

Costco CEO: “As we’ve done in the past, when legal challenges have recovered charges passed on in some form to our members, our commitment will be to find the best way to return this value to our members.”

What are the chances our CEO will do something similar? I know, zero.

$200M comp? Can’t even buy your own private island. How can we help?

Now Ed Garden, one of Fortune Brands largest shareholders, disagrees with the new pick of CEO Amit Banati and has a list of his potential candidates that will allegedly be presented at the next shareholder meeting.

While shareholders are critical, tunnel vision focus on share price alone allows for short term goals and does not set up a company for long term success. Share price is the reward of doing everything else correct including, but not limited to, having the right people, the right plan, and executing the plan.

More and more orgs are rolling LATAM and APAC headcount directly into their SG&A. This allows for a more favorable SG&A as a % of sales when sales don’t increase. The expectation is everyone is global and the jobs can be done anywhere. However, these types of moves tend to be short-sighted and create operational execution deficiencies later. This reeks of a short term CEO chasing stock price gains and a near-term exit. It also hurts the long-term outlook of 3M staying together. It is already just 3M-in-name-only

I was looking for Germany updates and came across this post. Figured I'd bump it so it doesn't get buried in replies. OP: @dp+1kjbhbg8a

Will be do layoffs after joining or will they be done before ? Seems likely they will be done before in my opinion

Voting Instructions

For the annual meeting of Texas Instruments, please record the following votes:

Proposal 1 – Election of Directors: AGAINST
I am voting against the election of the board of directors, including CEO Haviv Ilan. In my view, current leadership decisions are negatively impacting the company’s culture and employee morale. Strong leadership and culture are critical for sustaining innovation and long-term performance at Texas Instruments.

Proposal 2 – Advisory Vote on Executive Compensation: AGAINST
I am voting against the executive compensation package because compensation decisions appear misaligned with employee outcomes, particularly the reduction of profit-sharing for employees beginning in 2027.

How to Submit Your Proxy Vote

1.  Go to the proxy voting site listed on your proxy card: https://www.proxyvote.com
2.  Enter the 16-digit control number from your proxy card or email.
3.  Select your voting choices for each proposal.
4.  Submit your vote electronically and confirm.

Over 800 calls in a month 3 reviews and they want to review only the bad parts as they need to remove people they made slaves do very little pay CEO makes millions ! Cap one isn’t going to wear me out

First we got a WFR announcement. Then a CEO resignation. Now a bunch of site closures.

What else can we expect of a dying company?

When your CEO states, "If you don't buy into our strategy, go work at another company" - you are, indeed, working for a toxic company that has ZERO respect for its employees. Truly unbelievable that BE made it to the CEO position!

Build A Rocket Boy implemented further layoffs at the company. CEO Mark Gerhard described the decision as deeply painful. He also claimed overwhelming evidence of corporate espionage and sabotage. The studio previously launched the action-adventure game MindsEye. MindsEye received negative reviews and was the worst-reviewed game of 2025.

Scotland

https://opencritic.com/news/27446/mindseye-studio-build-a-rocket-boy-announces-more-layoffs

CEO Bill Brown was seen visiting Cottage Grove last week. Still don’t know if that’s a good thing or bad thing

Indiana has a new CEO. Worried?

Like we all didn't see that coming.....

New CEO Brian Evanko......do mass layoffs then retire ..

Mike you can blame Frank all you want but $62 is on you buddy! You were a rookie who was unprepared and you destroyed $100B in Market Cap! Congratulations on holding the that record, surely puts you in the top 5 of worst CEOs ever! By the way why is Chris Foskett still here riding around on the jet! The guy does nothing. What big account has he brought on in three years. As Revenue head he has lost a ton of business in last two years.

Q1 is bad, really bad. GCC plans messed up bigly. Hope the customers have alternative currency to go to.

Is the company effectively “quiet firing” its U.S. and Northern Ireland employees so they can just put more engineers and customer serivce people in India? Top performers are receiving only 1.5–3% merit increases, denied PTO, benefits appear to be shrinking, leadership feedback feels limited and unconstructive, and training and skills development programs seem to be declining in quality. Unless someone has specialized AI expertise, it can feel like the goal is to push people out or pressure them into working longer hours than they’re paid for. Meanwhile, TW continues to repeat phrases like “we’re all in this together,” like we are still in the heart of COVID. This environment feels even more challenging than during the pandemic. Customer service is in the toliet with AI and all the Indian offshoring. Hire 4x the middle managment to get in the way of being productive at work. I'm just glad I have other options other than this blue toilet. However, I know that everyone is not as fortunate esp in the Orange Tu-d's America. Be the CEO of your own career bc this place does not value you.

I feel like there isn’t any real insider knowledge on this page, but let’s give a go. Anyone know what the tour in first week of April will be for? With everything going on, I believe it’s potentially to bring in a new business.

Any guesses?

Response was

Using AI to replace a CEO’s decision‑making can be framed as beneficial when the focus is on cost efficiency, consistency, and data‑driven governance, especially in organizations where strategic decisions are already heavily analytics‑driven.

Core Argument: AI as a High‑Precision, Low‑Cost Executive

Replacing a CEO’s decision‑making with AI can be seen as a net positive because it removes one of the most expensive and variable elements of corporate leadership—human executive compensation—while potentially improving decision quality through constant, unbiased, data‑driven analysis.

AI systems don’t demand bonuses, equity packages, or golden parachutes. They operate continuously, process vastly more information than any human, and make decisions based on evidence rather than ego, politics, or fatigue.

Cost Savings: Regaining the CEO Salary

CEO compensation is extraordinarily high across most industries:
• The average CEO salary in the U.S. is about $812,900 per year A.
• At large public companies, total compensation often exceeds $18–23 million annually B C.
• Some CEOs earn over $100 million per year in total compensation packages B.

Replacing this with an AI system—even one requiring significant infrastructure and oversight—would cost a fraction of that. Even a robust enterprise‑grade AI system might cost low millions per year, and often far less, depending on scale.

Savings could range from $800,000 to over $20 million annually, depending on company size.

Those funds could be redirected toward:
• R&D and innovation
• Employee compensation
• Lower consumer prices
• Shareholder returns
• Long‑term strategic investments

Why AI Decision‑Making Can Be Better

1. Data‑Driven Consistency
   AI evaluates every decision using the same logic, the same data, and the same criteria—no mood swings, no biases toward certain executives, no political maneuvering.

2. 24/7 Strategic Awareness
   AI can monitor markets, competitors, supply chains, and internal metrics continuously, not just during quarterly reviews or executive meetings.

3. Faster Decision Cycles
   AI can simulate outcomes, run forecasts, and evaluate risk scenarios in seconds, enabling rapid responses to market shifts.

4. No Ego, No Personal Incentives
   Human CEOs may prioritize:

• Personal legacy
• Compensation tied to short‑term stock price
• Risk‑averse decisions to protect their position
AI has no such incentives and can be optimized for long‑term organizational health.

1. Scalability
   One AI system could theoretically oversee multiple business units or even multiple companies, something no human could do.

Trade‑offs and Constraints
This argument is strongest in contexts where:

• Decisions are highly quantitative (e.g., logistics, pricing, supply chain, finance).
• The company already relies heavily on predictive analytics.
• The culture values efficiency and transparency over charismatic leadership.
• Oversight mechanisms exist to prevent runaway automation or misaligned incentives.

It is weaker in contexts requiring:
• Deep human intuition
• Complex interpersonal negotiation
• Visionary leadership
• Ethical judgment in ambiguous situations

But even here, AI can serve as a powerful co‑pilot or decision‑support system.

A Non‑Obvious Insight

The biggest benefit may not be cost savings or even better decisions—it’s eliminating the single point of failure that a CEO represents. Human executives can burn out, get sick, make emotional decisions, or cling to outdated strategies. AI systems can be versioned, audited, and improved continuously.

CEO change needed to bring new direction

Who wants to see Rick taking client support calls for a year with the salary to go along with this position?

Heather Cianfrocco is out. Seems she has decided to leave. Right. Looks like she was made CEO and than all those investigations, than lateral transfer to compliance. The death department and now quietly will ride into the sunset. Wonder how much she is getting paid to zip it.

Special Advisor & Director recently sold US$11m worth of stock

On the 24th of February, Hans Vestberg sold around 225k shares on-market at roughly US$49.61 per share. This transaction amounted to 32% of their direct individual holding at the time of the trade.

https://www.charlotteobserver.com/news/business/article314733473.html

Turned all the way off when I see our ceo dripping in designer labels, meanwhile half of us don’t get a raise… the two piece Chanel suit for 15k, the Gucci sweater on Instagram. Does she think we are stupid or does she just not care? Either way I can’t respect someone who displays such a lack of care and respect for the worker bees just trying to make ends meet.

Seems that the only thing that might save the stock going to $60 would be a CEO announcement, on the other hand, that might just send the stock to $50. Especially if someone internal gets promoted, cause these execs here are WORTHLESS.

What does the team team team think? Team? AAR that please. LOL.

Let's just bring in another 50 ex-Cisco sellers and a few more CAPidiots. Cause we have made a strategic investment to pump you up.

Just heard Shankar’s heading to India for a whole month. Honestly, how does a CEO even juggle a 13.5-hour time difference for that long? Is he even gonna be working at all?

Supplemental CEO Equity Award

On February 18, 2026, the independent members of the Board of Directors (the “Board”) of Fiserv, Inc. (the “Company”), consistent with the recommendation of the Talent and Compensation Committee of the Board, awarded Michael P. Lyons, Chief Executive Officer, a supplemental equity award (the “Award”) consisting of performance share units (“PSUs”) and time-vesting restricted stock units (“RSUs”). The Award reflects the Board’s recognition of the importance of Mr. Lyons’s ongoing leadership in successfully executing key strategic actions to transform the Company, including the One Fiserv action plan designed to drive long-term growth and position the Company for future success.

The Award is structured to promote the retention of Mr. Lyons as the Company’s Chief Executive Officer and align his incentive opportunity with Fiserv’s absolute and relative shareholder value creation over the long term. The PSUs, which have a grant date value of approximately $18 million, will cliff vest after three years subject to achievement of performance goals tied to relative total shareholder return and the One Fiserv action plan. Specific measurable performance metrics for the One Fiserv action plan will be set at a later date in connection with Company’s 2026 investor day. The RSUs, which have a grant date value of approximately $12 million, will vest pro-rata on the first three anniversaries of the grant date.

The Award is in addition to the approximately $18.7 million annual equity incentive award granted to Mr. Lyons on the same date, comprised 60% of PSUs, which will cliff vest after three years subject to achievement of performance goals tied to relative total shareholder return, adjusted revenue growth, adjusted earnings per share, and free cash flow conversion, and 40% of RSUs, which will vest pro-rata on the first three anniversaries of the grant date.

The forgoing summary of the Award is qualified in all respects by reference to the text of the award agreements that govern the Award, forms of which are filed as Exhibits 10.4 and 10.18 to the Company’s Annual Report on Form 10-K filed with the SEC on February 19, 2026 and are incorporated herein by reference.
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Oh my, so this guy is getting a $50mm compensation package??? 95% of which composed of our stock at this nosebleedingly cheap multiple??? This guy IS worse than Frank even, Frank’s package is not nearly half as big! This guy has probably bullied the board in a lionized way to get his way. Even Jamie Dimon at JP Morgan, with a market cap 10 times as big as Fiserv, does NOT get a package like this!!!
Our company is in worse hands!!! RUN!!!

When I joined Nike a few years ago, what stood out to me most was not the size of the brand or the big ambitions. It was the internal culture. Advancement often seemed less about performance or integrity and more about alignment with leadership, especially the kind that required unquestioning agreement

Too often, facts took a back seat to loyalty. Those willing to echo their leaders’ views and carry out uncomfortable directives were rewarded with promotions, high-visibility projects, and insulation from layoffs.

Tight circles formed outside of work through golf outings, country clubs, and social events, reinforcing a system where proximity to power mattered more than principled contribution.

After witnessing multiple rounds of layoffs, a pattern became clear: the culture endured because it protected itself. Leaders who moved on to other companies to leech on took their most loyal su-k-ups with them. I saw this firsthand in tech and analytics. The brown nosers got protection regardless (inside or outside Nike). For the employees who want to do the right thing, this is either demoralizing or pushed them to fall in line.

HR did not seem to act as a neutral balance. In many cases, it felt more aligned with protecting leadership than addressing real concerns. Whether intentional or not, the effect was the same. The system kept reinforcing itself.

The most sobering realization was that leadership changes cannot fix a deeply entrenched culture. New CEOs and turnaround strategies may shift headlines, but without confronting the underlying incentives and behaviors, meaningful change remains elusive.

Real transformation requires more than restructuring or rebranding. It demands a deliberate effort to reshape the culture and to prioritize accountability, merit, and ethical leadership over loyalty politics. Until that happens, the same patterns will persist, no matter who occupies the corner office.

For those around MW and they definitely check this site. Does MW know he's the most hated CEO in Chevron history? Is he being insulated from the morale crisis we have? What does he say to all this?