#csuite

The pain will be extreme.

https://www.youtube.com/watch?v=NBtUgWn-nHs

AI will prove to be the biggest scam ever foist upon corporate C suite knuckleheads. It's exposing just how ignorant and feckless all C suite clowns are, they all be-doverfor their consultants and do EXACTLY what they are told by these equally as evil consultants.

Chief Transformation Officer - gone. Head of Future Forward rollout - gone.

No doubt Stephanie will tell us that future forward has been a roaring success and the transformation of our business is complete - so nothing left to do for the bold leaders of the future forward program as they ride triumphantly into the sunset.

Our CRO spent way to long in the meeting this morning talking about the courting period between him and Sassine Ghazi when he was recruited from Siemens EDA. The jokes seemed edgy, with Mike Ellow joking about their bromance.

Anybody got the inside scoop on why Gretchen McCarthy left? Chief Supply Chain Officer?

Dude you orchestrate these layoffs every quarter and you don't have the decency to make a comment or justify your decisions. These are REAL LIVES that you're impacting. They need to have a layoff at the csuite level.

As an owner, I know this is a good company with kind, and capable people who are victims. The teams are carrying a huge burden, and living in fear, but the real issue is leadership. The company has become top heavy with expensive SVPs, slow to act, disconnected from customers and value, and incapable of executing with clarity or urgency or even working together. And whenever we hire a new person to lead, strategy shifts and we start all over, or worse they come up with the exact same plan that the old team did, but that leadership were too blind or paralyzed to execute on. For the last 5-6 years, there has been almost no meaningful customer context at the executive level, and even now there is a visible disconnect between leadership’s new direction and what CDW actually does in the market to create value.

Proof? The Overall messaging is weak. The company struggles to articulate or sell new solutions with confidence. Marketing has become performative instead of effective. Internal politics, favoritism, and executive empire-building are rewarded while execution suffers. Consultants swarm the business looking for problems to solve while accountability disappears, and we are slowed down. Teams compete internally instead of aligning externally against the market. Fundamental operational discipline, blocking and tackling has largely vanished. Stock is a perfect reflection of reality. We were given the shot.

An equally concerning problem is that too many leaders are learning the business while running it. A top strategy executive from a bloated fire alarm company with stock performance almost as bad as CDW’s. A CMO from a car dealership with no meaningful B2B expertise. A former C level executive from a second rate department store. A sales leader from an HR leadership role. A Bain person running partners and acquisition integration, now c suite strategy. And it goes on, throughout the organization. Customers can feel it. Employees can feel it. The market can feel it. Partners scratch their heads and wonder when it’s going to implode. You people literally have no respect in our market. We apologize for you on every call. Now, we are losing credibility by even working here. Destination workplace? .

At some point, there have to be consequences and structural change at the top instead of another round of resets and reorganizations.

Here is what should happen, thinking like an owner:
• Name a new CEO immediately, even on an interim basis. Anyone would be better than a stock in freefall with no plan. Alternatively, appoint a President with full operational authority from a competitor, or internally, who knows how we create value, is respected and has run these businesses. The organization needs visible leadership and accountability now, not eventually.
• Any executive who cannot hold a credible customer conversation about the company’s core business and solutions should be visibly removed in a layoff. We are better off knowing you were fired, in order to regain respect for you leaders and ourselves. This is not an academic exercise. If leaders do not understand customers relative to our CDW value, they should not be leading any customer-touching organizations.
• Standardize technical and AI enablement across the company using actual vendor ecosystems, proven customer conversations and market platforms just like our peers, not internally manufactured abstractions disconnected from reality created by the burglar alarm team. Everyone should know the stacks, the tools, and the customer use cases. Everyone should be able to prove it.
• Align sales compensation to strategic outcomes, not just individual revenue extraction. The current model rewards personal economics over company transformation.
• Stop socializing executive compensation across broad leadership layers. Compensation should be tied directly to measurable departmental outcomes and execution quality. If I am doing well, don’t penalize me for a weak link i cannot control. Or I will leave, like many other effective leaders have.
• Expand equity participation broadly across employees instead of concentrating upside only at the top. The people doing the work should share in the value creation. They will be loyal and work harder, and be able to actually hold each other accountable as owners. And we will do better as a whole.
• Reduce consultant dependence dramatically, or to zero. If the business cannot operate without armies of external advisors, leadership has already failed.
• Re-establish operational fundamentals: accountability, execution speed, customer intimacy, and cross-functional alignment. Reduce red tape at all costs. AI isn’t enough. Mentality has to shift.

Finally, leadership credibility and employee loyalty requires you make shared sacrifice right now, and it should also be very public. If performance, growth, execution, and customer confidence are all materially off-track, CEO and EVP compensation should reflect that reality. That’s CEO, CFO, COO, CHRO, CCO, CSSO. Accountability cannot only exist for the people lower in the organization. No pay until we are fixed. If you don't like it, please leave or don't expect any respect. Step up and lead.

Gil is doing a great job. Bonuses for all the C-suite executives!!!

Mediocre health insurance, poor 401k contributions, a terrible vesting schedule, and PTO they don’t pay out. And that was before the C-Suite paranoia fully kicked in (hello, PEGA). They would probably take away work from home if they had any office space left.

Just f’ing go

How many years does one need to grow a company? A lot of people have been RIF’d due to age, pay, or non-performance.
I had to perform each year! I did not get 5 years to show if I’m worth my salary. And did not have a parachute of $42m to go away either

I say the experiment is over, let Sarah and her C-Suite go and find a true leader and visionary. Not a glorified data analyst.

Another new Chief Strategy Officer coming in from the outside to replace the last external head of Strategy who was anything but strategic. And shocker... he worked at Bain at one time. How many former consultants do we need? All these external hires have ki-led our culture, stifled upward mobility in the org, added cost, and add another person who just does not get what made CDW great (at one time).

Something about the c suite serving froyo for an hour as a humility exercise “for good” against the backdrops of layoffs isn’t quite landing.

While the media fawns over Michael Dell hitting the $1B mark in "donations" to UT Austin, let’s look at the predatory math behind the headlines. This isn’t a gift to the public; it’s a masterclass in how billionaires use the Trump-era tax code to privatize our social policy.
Dell isn't donating "hard-earned cash." He’s offloading highly appreciated stock to his own private foundation to wipe out his tax liability. Every dollar he "saves" in taxes is a dollar stolen from the public treasury—money that should have funded basic community clinics and rural hospitals. Instead, it’s being funneled into high-tech "AI medical hubs" that serve as high-interest monuments to his corporate interests.
The "20-year promise" of his child investment accounts is even more insulting. He’s promising a few thousand dollars for a child in 2045, paid for by the massive tax breaks he gets today. Meanwhile, those same parents are drowning in healthcare costs. Family premiums have jumped nearly 50% in a decade, and high-tech centers like Dell’s only drive those costs higher by forcing an "innovation arms race" that hospitals pay for by hiking your rates.
We are literally subsidizing billionaire legacies with our own medical debt. This is the endgame of extreme neoliberalism: a world where the 0.1% decides who gets to survive based on which social problems look best on a building. We don’t need more billionaire "favors"; we need a tax system that doesn't treat the middle class like a piggy bank for the elite.

My uncle who works at the c-suite said so

Certainly McKinsey can get more out of the bottom line by off-shoring Executives who have to read from the teleprompter.

Does anyone who has an ear to the C-suite or close to it know if another VRP offer will be coming in 2026? I am eligible for it based on age and trying to weigh my options as to whether to wait and see if I get an offer, or just retire from this dumpster fire. This work environment is so toxic and it's not worth it anymore - it hasn't been for a long time actually. Appreciate any insight anyone may have.

Multiple members of Belk’s top brass are quietly and quickly planning an exit strategy from the company. Some choosing to stay in the retail industry, while others choosing the leave the industry altogether. Retirement is a viable option for some. Know that business model of belk is antiquated and unsustainable.

Is it true?

I respect what you're trying to do at the top. The strategy isn't the issue. The issue is that your strategy is dying somewhere between the executive floor and the people actually doing the work.

Your director and middle management layer is broken, and has been broken for nearly a decade. Too many people at that level are in self-preservation mode — protecting headcount to justify their own roles, avoiding decisions that carry any personal risk, and spending more energy on internal politics than on execution. They're not translating your vision downward. They're filtering it, diluting it, or just sitting on it.

The ICs and front-line managers see this clearly. They're the ones dealing with shifting priorities, contradictory guidance from different directors trying to claim credit or avoid blame, and a general sense that nobody in the middle is actually fighting for them. Your best people leave quietly. The ones who stay learn to keep their heads down.

The pandemic bo-m made this worse. Stock went up, directors got comfortable, and "don't rock the boat" became the unspoken operating principle for an entire layer of leadership. When the downturn hit, it was the individual contributors who absorbed the pain. The political operators in the middle largely kept their seats.

You have the data. Look at which directors are actually shipping results versus which ones are just managing up. Look at attrition patterns on their teams. Look at how long decisions take to move through their orgs. The answers are there.

The next round of hard conversations shouldn't only be about headcount. It should be about whether the people between you and the work are leading or just occupying space.

This feels a little too late given the current state of the company and industry.

The board should have a vote of no confidence in MF

We have no cash and no money and yet we are spending money on travel and accommodation like we are high rollers even though the tools to collaborate are good. Service Delivery leaders and the Reaper do a WW tour every month (why?) Our CMO recently did a world tour including Lexington (and didn’t even present) and APAC (why?) Our Head of Global Accounts travels for 3 days for a half-day check-in with clients (why? Nothing changes and no new revenue) And our EC Chief Revenue Officer has to move to New York from Europe (why?)

Mathadras, Burkland, or Ajay?

With the CIO shown the exit door, who will do more lay offs now in IT?

As a C-Suite executive, we can mention him on the board. Srini Krish is a prime example of how Fiserv only seems to elevate mediocre or even poor leaders. He’s sat in charge while infrastructure and development has sunk to record lows, driving away hundreds of long term customers. Now he’s in charge of even more? Please make it make sense.

Why don’t we all just agree that Molina is a toxic workplace. Incompetent leaders. Corrupt HR. C-Suite cashing in their stocks and making millions. Constant layoffs and having staff work hard while lying about work life balance. Having staff keep working to get AI up and running so it can replace us so more layoffs. All while smiling through their lying teeth.

There's no way IBM won't feel some residual effect from this.

https://www.wsj.com/business/c-suite/kyndryl-finance-chief-wyshner-leaves-amid-accounting-review-167cd93d

The company also cut its guidance for the year after posting third-quarter results below Wall Street expectations

By: Colin Kellaher and Elias Schisgall
Updated Feb. 9, 2026 10:19 am ET

Shares of Kyndryl KD Holdings lost more than half their value after the company’s chief financial officer left amid a review of accounting practices following an inquiry from the Securities and Exchange Commission

The information-technology-services infrastructure provider on Monday said finance chief David Wyshner had left the company, along with general counsel, Edward Sebold. The company also cut its guidance for the year after posting third-quarter results below Wall Street expectations.

Shares were down nearly 57% in recent trading to $10.18.

The New York-based company said its audit committee was reviewing its cash-management practices and related disclosures, including regarding the drivers of its adjusted free-cash-flow metric, as well as the efficacy of its internal control over financial reporting, according to a filing with the SEC. The review came after the SEC’s enforcement division requested certain documents from the company.

Kyndryl said that while it doesn’t expect the review to result in a restatement or other impact to its financial statements, it will delay filing its quarterly report with the SEC and expects to report material weaknesses in its internal control over financial reporting for fiscal 2025 and the first three quarters of fiscal 2026.

The company said it needs more time to finalize its quarterly report, which covers the fiscal third quarter ended Dec. 31, adding that it is developing a remediation plan that it will outline in the report.

Kyndryl Chief Executive Martin Schroeter declined to comment further on the company’s earnings call. “The fact is we just can’t comment until the examination is complete,” he said. “The teams are working expeditiously so we can share a remediation plan.”

He added that the company’s fiscal 2028 goals remain intact.

For its latest quarter, Kyndryl posted an adjusted profit of 52 cents a share on revenue of $3.86 billion, shy of the 60 cents a share and $3.89 billion, respectively, that analysts had penciled in.

The company said it now expects its full-year revenue to fall by 2% to 3% in constant currency, after previously forecasting a 1% rise. It also cut its full-year guidance for adjusted pretax income and free cash flow.

Harsh Chugh, Kyndryl’s global head of practices, corporate development and administration, has stepped in as interim chief financial officer, and Mark Ringes, deputy general counsel since 2024, will serve as interim general counsel. Both appointments went into effect Feb. 5.

Both Wyshner and Sebold had been in their posts at Kyndryl since 2021, the year the company was spun off from IBM.

Highlighting one of the reasons among many in Molina causing this huge Margin issues. CIO "A D" hires from his pet IT vendor Infinite and lay offs us full time IT and business operation employees. Many of us in IT & Operation management know CIOs connection with Infinite and what’s their benefits from them but remained to keep mum fearing backlash. He indirectly forced us (management) to take contractors of Infinite and favored Infinite to get many useless projects (some were necessary but many were just there to give them business). He has milked Molina a lot causing this huge margin issues for Molina now as he gave tons of useless projects to Infinite and indirectly gets benefitted. COO to whom CIO reports, probably knows about it and possibly is friends with Infinite too obviously for mutual gains. They are firing employees now after doing a bad job of not managing the margins correctly and causing excessive spending in IT and overall company operations. They should be the first one to be fired as they caused excessive spending as someone said in comments in another post about the spend in Azure, useless Upgrades in pretext of modernization, New Products, AI spending to name a few. Just imagine, we are serving the poorest of poor folks in USA by doing R&D in AI, building them shiny apps etc. using companies like Infinite, offshoring the Jobs and paying company like Infinite with USA government $$ which is meant for the poorest of poor Medicaid beneficiaries.

All roles are on the list for 2/19. Sales/clinical/office. No rhyme or reason other than saving dollars to shore up the failing bottom line for Wall Street. The irony is that the c suite is creating this constant downward spiral because of their failure to listen to the market and re-invent the business to stay relevant. History has seen this exact scenario play out time and time again in business. The ego’s and audacity of the current leadership to think “they will be different and make it work” is what every other leader in a failed organization thought as well. The real losers in their game are the low level workers and members.

Its obvious Mike is tired and stressed after everything hes been through. He's made tough decisions all while making almost nothing. I mean this man blew out his knees for us. Is there anyway any of us could return the favor? If I had been in Covington I would have un-zipped it right on stage. He's earned it!

T Mobile never had a terrible CTO like John Saw. He has destroyed our organization to a shell of what it was under the previous CTOs. We have lost serious talent and expertise under his leadership.
When he was CTO of Sprint, he almost drove that company to bankruptcy with poor decisions and leadership. After that fiasco, why is he still CTO at T Mobile?
Fire John Saw and save T Mobile.

I don't think there's much to lose and there's certainly plenty to gain.

What does a CAO do? What does your BL’s CAO do? What are their responsibilities and are they really needed at the bank? I feel like it’s another inflated title for someone without a real role. What am I missing?

Credible estimates are that 10-15% of employees (7,000-10,000 people) will be laid off over the next several months, with the process beginning today (1/29). Cigna is in the mess we’re in because we:

1) have no actual long-term strategy,
2) have significantly under-invested in our systems and products for years, focusing only on short term earnings, and
3) have let our operating expenses get too high, primarily due to the systems inefficiencies caused by #2.

The CEO, President, and CFO are directly accountable for all three factors. Yet it is all of us who are paying the price for poor, out-of-touch leadership, incompetence and personal greed (prioritizing short-term stock price performance over long-term company viability to maximize their own incentive compensation).

The main reason cited for all the layoffs is that our expenses are out of control. Hmm… who was the CFO the majority of the last 5 years while that was happening? Oh right, it was Brian Evanko. So he let it get out of control - and then got promoted to president?? It was maddening to hear him tell us in the December town hall that our expenses were out of control, as if he had no idea how it happened and it was a surprise to him. The lack of self-awareness and accountability was stunning.

In 2024 David Cordani made more than $23 million and Brian Evanko made over $10 million. Since the odds are very low that they’ll get fired by the Board of Directors for chronic mis-management, does anyone want to bet that at least their 2025 bonuses and incentive awards will get cut as part of the overall cost cutting and poor company performance?
Hmmm, no? Me either. I expect they’ll just reward themselves with more massive bonuses and stock awards rather than being held accountable for the situation they put the company in.

Good luck to both those who will lose their jobs and those who will be left behind to try to salvage this mess with far fewer resources and devastatingly low morale. We’ll each know which group we’re in soon.

So, today, I got tired of all of these silly "executives" and the "C suite people" do nothing, talking heads, and I tossed all of their resumes in the trash. I hope they all get a layoff. I'll never hire them. There are soup lines and Habitat for Humanity that still exist. Surely they will get help in order to live a reasonable existence. I have faith in the system.

Between ap and la.

What does this mean for cs?

The AI scam....ummm, black hole synopsis. How can current C suite execs be so gullible?

https://www.youtube.com/watch?v=l0K4XPu3Qhg

What does your intuition tell you about how the firm will do in 2026? More layoffs? Higher stock price? Any changes at the C-suite level? Asking for a friend who is trying to decide whether to fire WF and how soon.

He has tried, give him his due. But in the end he’s failed. As he put it - my best plan is to Buy shell shares back at the absolute top of the market’ the end.
Absolutely zero vision # not worth the money (millions)

I guess anything is better than Ramon. Or ram. Just gotta outlast whatever time it takes for them to kick RL to the curb.