#exit

As we get closer to showtime, what are some smart things to do if your name ends up getting called?

This can be tax stuff, general networking, etc.

Based on what I have seen on this site plus common sense, here is what I have gathered.

1. Wait to sign your offer so that you are paid in 2026.
2. Don’t go out screaming and burning bridges, you never know if you will end up back here.
3. Apply for state unemployment ASAP after you are fired.
4. Make sure all of your personal files are off your computer.
5. Don’t bother packing up unless you have really valuable stuff. Let the company deal with it.

What am I forgetting?

Left several years ago when my immediate supervisor told me he had no clue what it team did. Get out while you still can

It’s been an absolute pleasure working with all of you. I pray for the best for each and everyone. I’ll see ya on the other side!

Hello Folks. The last round was just over on 10/23. The next round is fast approaching. Employment at ATT is like paying utility bills - it happens monthly and don't know the number (in this case employees impacted).

Or corporate compliance in general? All the leading stakeholders (CR director, program manager, compliance specialists, fair & responsible banking leaders, etc.) have mysteriously exited the bank and now I just saw someone post that CQA is pulling out of the program too. Seems like the whole program is being redesigned as nothing more than a window dressing.

Used to do some CR reporting and thought about applying for one of their recent openings but something shady seems to be going on in the 2nd line CR team but no one is talking about it. No different than any other area I guess. Just buyin' some time until I can make my exit too, but can't take much more of my current team/manager. I'm afraid there is no greener grass to be found anywhere at this bank.

Using only my reasoning capabilities based on the scenario described—a company hiring a CEO with a track record of selling off companies, followed by mass layoffs and a company-wide voluntary layoff—it is a strong indication that the company may be preparing for a significant reduction in size, restructuring, or even an exit strategy through a sale or winding down of operations.

Here is a breakdown of why these actions collectively suggest an exit or major strategic shift:

## 1. CEO with a Track Record of Selling Companies
Hiring a CEO known for divesting or selling companies (often referred to as a "turnaround" or "special situations" CEO) suggests the board or ownership has a specific mandate:

• Preparation for Sale: The CEO's expertise might be used to make the company more attractive and "lean" for potential buyers.
• Divestiture of Assets: They might be brought in to sell off non-core or underperforming parts of the business.
• Maximizing Short-Term Value: Their focus is often on streamlining operations and finances to maximize shareholder return in a shorter timeframe, often leading to an eventual sale.

## 2. Mass Layoffs and Voluntary Layoffs
Layoffs are a key tool for cost reduction and operational streamlining, but the combination described is particularly telling:

• Mass Layoffs (Involuntary): This is a quick way to drastically cut the largest operational expense (salaries and benefits). It signals a severe need for cost savings and often a reduced scope of future operations.
• Voluntary Layoffs (Buyouts/Early Retirement): This is a softer, but still expensive, way to further reduce headcount and often targets long-tenured, higher-salaried employees. It confirms the company needs to shed staff beyond what the initial mass layoffs achieved.

## Conclusion
While the company's stated goal might be "restructuring" or "achieving profitability," the pattern of actions—bringing in a specialized CEO and implementing aggressive, two-phased workforce reductions—is a textbook sign of a company significantly shrinking its footprint or actively moving toward an acquisition or complete exit from the market as an independent entity.

It is less about mere optimization and more about surgical preparation for a change in ownership or a drastic simplification of the business structure.

You're identifying a pattern that often does signal a wind-down or exit strategy. Let me think through what these elements typically indicate:

CEO with M&A/divestiture background - When boards bring in executives known for selling companies or business units, it's usually deliberate. They're hiring for a specific skill set.

Mass layoffs followed by voluntary programs - This sequence is particularly telling. Aggressive cost-cutting followed by voluntary programs suggests they're trying to get as lean as possible, often to make the company more attractive for sale or to preserve whatever cash remains.

The combination - When you see these together, it often means:

• Preparing for sale (buyer wants low cost structure)
• Maximizing short-term profitability before exit
• Managing decline while extracting remaining value
• Positioning for bankruptcy/restructuring

However, there are some scenarios where this isn't an exit:

• Severe turnaround attempts (though success rates are low)
• Private equity "right-sizing" before trying to grow again
• Desperate survival mode with no clear plan

But you're right to be skeptical. The pattern you're describing - especially the CEO's background combined with aggressive workforce reductions - is textbook pre-sale or wind-down behavior. Companies in genuine growth or innovation mode don't typically hire "sell-off specialists" and then hollow out their workforce.

The voluntary layoff following mandatory ones is particularly concerning. That often means either the first cuts weren't enough, or they're trying to reduce severance costs by encouraging people to leave on their own terms.

Is this hitting close to home for you or someone you know?

I wouldn't necessarily agree that such actions definitively mean a company is "exiting" (e.g., being sold off, liquidated, or shutting down entirely), but they do often signal a strategic pivot toward some form of exit or major restructuring. Let me break down my reasoning step by step, based on common business patterns I've observed in corporate turnarounds and private equity plays.

### 1. Hiring a CEO with a Track Record of Selling Companies

• CEOs like this are frequently brought in as "turnaround specialists" or "exit architects." Their expertise lies in optimizing a business for acquisition, merger, or IPO rather than long-term organic growth. For instance, they might focus on short-term value extraction, such as divesting non-core assets, streamlining operations, or improving profitability metrics to appeal to buyers.
• This doesn't always lead to an immediate exit—it could be part of a genuine effort to stabilize a struggling company. However, in mature or distressed firms (e.g., in tech, telecom, or manufacturing sectors), it's a red flag for potential sale. Private equity firms or activist investors often install such leaders precisely because their playbook involves preparing for a flip.

### 2. Mass Layoffs Followed by Voluntary Layoffs

• Mass layoffs are typically cost-cutting measures to reduce burn rate, improve margins, and make the company leaner. In the context of a new CEO with an exit-oriented background, this can be about "rightsizing" the workforce to boost EBITDA (earnings before interest, taxes, depreciation, and amortization), which is a key metric buyers scrutinize.
• Voluntary layoffs (often called voluntary separation or buyout programs) are a softer approach: offering severance, benefits continuation, or incentives to encourage employees to leave. This minimizes legal risks, preserves morale among remaining staff, and achieves headcount reduction without the optics of forced terminations. It's common in pre-sale cleanups because it sheds "excess" personnel while avoiding wrongful termination lawsuits.
• Together, these steps can indicate distress (e.g., cash flow issues or declining market share) but also deliberate preparation for an exit. By lowering ongoing expenses, the company becomes more attractive to acquirers who want a plug-and-play operation without immediate overhaul costs.

### 3. Does This Always Mean an Exit?

• Not necessarily. Some companies use this playbook for survival and rebirth. For example, a firm might hire such a CEO to execute a "Chapter 11-style" restructuring (even outside bankruptcy) to emerge stronger and independent. Layoffs could be part of adapting to market shifts, like automation or economic downturns, without any sale in mind.
• But often, yes—it leans toward exit. In many cases, especially with private equity-backed companies, this sequence is a precursor to a sale. The CEO's track record acts as a signal to investors and potential buyers that the company is in "harvest mode." Historical examples (without naming specifics) include telecom or software firms where similar patterns preceded acquisitions by larger players or asset stripping.
• Key factors influencing the outcome:
  • Company stage: Mature companies with legacy products are more likely to be exiting via sale than startups.
  • Market conditions: In a buyer's market (e.g., during economic booms), this setup facilitates quick flips. In recessions, it might just be belt-tightening.
  • Board/investor dynamics: If the board includes PE firms or activists pushing for returns, an exit is probable.

In summary, while I don't fully agree it's a guaranteed exit—business is full of exceptions—these moves collectively suggest a high likelihood of positioning for one. It's a pragmatic strategy to maximize value before handing over the keys, rather than a death knell. If this is about a hypothetical scenario, watching for further signs like asset sales or debt refinancing would clarify intent.

Barnhart folks (Hillsboro, Oregon) got an email today reminding us that WF will be exiting the location before the end of the year. Standard take your stuff home/update your contact info. The end is near.

An email went out today saying he is “exploring other opportunities”.

It’s really looking bad. Time to prepare an exit plan.

I was coming on here to vent but I see that the current employees are doing a better job at the hatred and digs.

I actually feel sorry for everyone - and I mean everyone.

This is sad, pathetic and a waste of my time and energy.

Good luck to everyone. I’m free - and I’m so glad they laid me off.

Hallelujah

Do you think any employees will be asked to stay through the end of the year or do you think all those impacted are out on 10/31?

If you're smart, you're already on your way out.

And I come back in here to validate that I was right about everything …. It truly is the worst place I’ve ever worked … from the many of people to the management to the processes to the constant taking from tenured employees … Looks like the turnaround is going well.

Whoever can secure a job elsewhere in the next year probably ought to do so before we have an accident or two so egregious all CVX employees become untouchable.

After more than ten years here, I honestly can’t wait for the door to hit me on the way out. It’s just a two-year engagement, nothing fancy, but I welcome the change. I completely lost perspective at XOM, got su-ked into the “Exxon way” until my career flatlined. I stopped growing years ago, stopped learning anything useful. If you’re as fed up as I was, do yourself a favor: make a change if you can. The feeling of walking away from this place is worth more than money.

I returned my badge and all my equipment. Not sure what else the hold up would be.

I know some people lurk here who have left HCSC. If you put in 2 weeks notice, do they usually just let you go?

This morning we were told that the company and the unions will begin negotiations shortly. allowing those who want to leave the company on a voluntary basis to receive at least a good exit package

Pay me to leave. Go ahead. I dare you. I’ll dance out of here happily. If this was the old Synopsys I knew and loved a decade ago, maybe I’d be upset. Maybe I'd stress over it. But walking away from what’s become an unrecognizable toxic dump? I won’t feel bad about that.

When I left Medtronic it felt like I’d crawled out of a pit. Took me months to feel like myself again after all the toxicity. It drained everything from me, energy, confidence, and health. I wouldn’t wish it on anyone.

Chairman Paul Bulcke will step down early and hand over to former Inditex chief Pablo Isla on October 1, accelerating a changing of the guard at the Swiss food giant after an unprecedented period of managerial turmoil.

https://www.reuters.com/business/nestle-ushers-new-leadership-era-chairman-exits-early-2025-09-16/

I believe exit dates are two months in USA, and a month in Canada from notification date of August 14. Could someone confirm please, along with the package details? Are packages similar across the geographical area? How does it work in EMEA?

Are people able to find new jobs, hearing it’s a tough market out for anyone looking for a job. Next layoffs are around the corner in Feb 2026, so hang tight.

Happy that you get the big lump sum of money and given the opportunity to look for better pastures? Or you prefer to continue stay with the company and hope for the best?

Leaving this company was the best decision I’ve made in years. If you’re smart and want your life back, start planning your exit. We all deserve workplaces where our time, effort, and wellbeing actually matter, not just a revolving door of chaos and stress. Don’t wait until it’s too late to make the move.

And some Med Advantage markets.

https://www.modernhealthcare.com/insurance/mh-elevance-health-medicare-advantage-plans-2026/#:~:text=Key%20Takeaways,offset%20their%20prescription%20drug%20costs.

I gutted mine for all it was worth. Get your moneys worth.

Detroit Free Press

Pump, dump, and peace out.

A few years ago I up and left Aramco due to personal reasons. I didn’t go through that formal process of leaving. I had to get out quick (home situation).

I’ve just been approached by a recruiter who I guess has not joined the dots. Is there any route back to Aramco after absconding? My life situation is different now and as it happens I am looking for a new role.

(No need to question why I would consider this.).

Thanks.

Dr Brailer is leaving and no public announcement that I kind find. When he joined it was all over the news. Is it a secret? HUM…????

I was let go, and hardly made profit of 250k, everyone I know made millions already from stock profit, wish I could invest more in stocks. All the best to everyone. Wish cod make million and can easily retired. But that's life, can't complain much. It was indeed best time of my life. Xoxo.

Unfortunately I had some personal files on my laptop that are now lost as my system got switched off right away. I had copied over to a drive but since it was connected to the laptop when it shut down, the drive got encrypted as well.
Anyone knows if Oracle will be kind enough to give me a chance to recover my data? This su-ks more than being laid off honestly.

Where did the people go that left adidas as part of the 500 job cuts ? ON? NEW Balance ?

All exit conversations have happened.

Many people have an option to exit or get demoted, and those people were given 48 hours to choose. Thus more exits may happen, but initiated by conversations that happened on Tuesday.
OP: @ah+1k48nnf8v

Sounds like he was asked to leave or given incentive to go.

https://hansdegoede.dreamwidth.org/30910.html

Sounds like he was asked to leave or given incentive to go.

https://hansdegoede.dreamwidth.org/30910.html

https://deadline.com/2025/08/david-bittler-leaving-paramount-evp-corporate-communications-1236497867/

Left the company 6 months ago due to RTO and a $10k base cut was the cherry on top. Received all exit paperwork, Cobra, Fidelity as expected.

This month I received a love letter from HR claiming in June they identified a mistake they made allegedly overpaying me. The letter sent includes instructions to send them just under $2000 lol. Zero explanation or supporting documentation with pay stubs or commission statements. WTF 😂

The email states termination date is “potentially” October 23. Does that include the redeployment period meaning if you choose not to participate your termination date could be September 23?