#layoffs

So the goal here is to take longer and use an application that jumps through 9 different screens that serve no purpose. Bouncing little ba--s and a screen that just freezes. So what kind of kick backs did someone get paid for us to buy this worthless application ? Last time this happened - AT&T Wireless bought Siebel .............and then what happened ? Bub bye.

I know more cuts are planned for 2026, but I’m asking specifically about this round. Have all impacted already been notified, or should we expect more layoffs early next week?

Layoff’s are set to start happening on November 20th, 2025 and this is all due to Verizon struggles in losing customers and rising cost. This is a message directly from new CEO. Sales representatives have now been trying to unionize and HR is going to stores to try to prevent this from happening.

This 15000 is only the 1st round of layoffs mostly lower management.The next round in new year will be upper management levels .Its real and happening if you survive this round done get complacent.You need to start preparing getting situated financially mentally and looking for potential jobs.This does not end well for a huge majority of management levels especially once the frontier merger finalizes

These major changes being executed by Verizon's new CEO, Dan Schulman, are way overdue at the obscenely bloated and underperforming telecom behemoth. Relentless price increases, undifferentiated products & services, absolutely horrible customer service and sheer corporate arrogance has driven many customers away at a time that competition has intensified in the mature telecommunications industry. Speaking as a customer it's about time this rotten and miserable company gets shaken up! Best of luck to all my career compadres going thru this period of upheaval at Verizon. P.s., Knowing Dan Schulman personally, I told you this was coming!

Verizon's Layoff Plan Exposes Growing Divide Between Investors and Employees

Verizon's New CEO Sees the Need to Implement Aggressive Changes Including Job Cuts

14 November 2025, 2:29 PM GMT

New Verizon CEO to intensify cost transformation and expense base restructuring, including job layoffs.
Verizon's sweeping cost-cutting plans are triggering sharply different reactions from the two groups whose futures hinge on the company's next moves. Investors see the restructuring as a long-awaited correction—one that could streamline operations, protect dividends, and lift a stock that has lagged behind competitors for years. But inside the company, employees describe a climate of mounting fear and uncertainty as reports of mass layoffs circulate with little internal guidance from leadership.

This widening gap between Wall Street optimism and workforce anxiety has become the defining feature of CEO Dan Schulman's early tenure. As the company prepares for what could be the largest layoff in its history, workers say they are bracing for a painful transformation, while shareholders look on with cautious approval. The result is a company moving in two emotional directions at once: confidence at the top, and unease on the ground.

A Gloomy Christmas for 20K Employees
Christmas 2025 will be different for an American telecom giant and gloomy for its employees. News reports say Verizon Communications will implement a massive workforce reduction of up to 20,000 as soon as next week. Also, up to 200 stores will be converted into franchises to be operated by independent owners.

Verizon is downsizing, and the twin news regarding job layoffs and new business direction are the initial moves of Dan Schulman as Verizon's CEO. The former PayPal chief assumed the post on 6 October 2025.

On his first day as CEO, Schulman already laid out his priorities. 'We are going to maximize our value propositions, reduce our cost to serve, and optimize our capital allocation to delight our customers and deliver sustainable long-term growth for our shareholders,' he said.

Aggressive Transformation
During the Q3 2025 earnings presentation in late October, Shulman shared his vision on how Verizon will return to growth.

'We are going to take bold and fiscally responsible action to redefine Verizon's trajectory at this critical inflection point for our company. We will rapidly shift to a customer-first culture —one that thrives on delighting our customers,' Schulman said.

'These will not be incremental changes. We will aggressively transform our culture, our cost structure, and the financial profile of Verizon in order to put our customers first, compete effectively, and deliver sustainable returns for our shareholders,' he added. His predecessor, Hans Vestberg, was network-first focused.

Financial Highlights
In the three months ended 30 September 2025, total operating increased 1.5% to $33.8 billion compared to Q3 2024, while net income climbed 48.2% year-over-year to $5 billion. On a year-to-date basis, the bottom line increased 18.1% to $15.2 billion from a year ago. After nine months, free cash flow reached $15.8 billion, up 9% year-over-year.

Total broadband connections rose 11.1% to more than 13.2 million versus the same quarter last year, including 306,000 broadband net additions. The partnership formed with Tillman Global Holdings' Eaton Fiberlast October will expand Verizon's broadband offering.

Schuman notes that, for the past few years, Verizon has relied too heavily on price increases for financial growth. He believes that over-reliance on price without subscriber growth isn't sustainable. He vows to discontinue the strategy.

Instead, the customer-first culture will simultaneously drive a much more efficient cost structure that fully supports incremental investments. Customers will delight in this without the decline in margins.

'My top strategic imperative for Verizon is to grow our customer base profitably across our mobility and broadband subscription businesses.' Schuman said.

No market success
Schulman acknowledged that Verizon's stock performance has been disappointing for shareholders. The share price stands at $41.11, up less than 10% year-to-date, with a three-year total return of 31.35%.

Despite this, Verizon, with a market capitalization of $172 billion, has increased its dividend for 19 consecutive years. Current shareholders benefit from a 6.71% dividend yield following the September hike.

Largest Layoff Ever
Verizon has yet to confirm the shocking news about the impending job layoffs. If true, 15% of the total workforce will be out of the company payroll. Remember, Schulman emphasized at the onset that aggressive change is needed through cost transformation and a restructuring of the expense base.

https://www.ibtimes.co.uk/verizons-layoff-plan-exposes-growing-divide-between-investors-employees-1754943

The college is eliminating 25 staff positions — eight of which are vacant, according to college spokesperson Paul Miller.

https://www.keenesentinel.com/news/local/keene-state-college-layoffs-faculty-staff-budget-cuts-nh/article_95fb4654-0217-42c9-b70b-576e328faad9.html

Not that I have much of a choice. But this is exhausting and completely demoralizing.

Verizon is set to implement a 15,000 job cut, marking its largest downsizing ever
https://finance.yahoo.com/quote/VZ

Interesting...sign of the times.

it’s coming

A subsidiary of Cigna Corp. that is in the process of being acquired by Scottsdale-based HonorHealth is laying off 143 employees in metro Phoenix.

Evernorth Care Group, the medical practice division of Cigna, confirmed the layoffs in a WARN letter sent to the state of Arizona on Nov. 11.

https://www.abc15.com/news/business/cigna-division-to-lay-off-phoenix-metro-employees-in-anticipation-of-acquisition

So, I’m in NJ and WARN Act seems to say they must give us 90 day notice of layoff.
Does that mean if I’m told on 11/20, I would remain on the payroll until 2/20/26? After that, the severance would be paid at 2 wks per yr of service? I keep hearing “they need to be off the books” in 2025. Does anyone have credible information on how that plays out?

Layoff Communication Timeline
• EVP/SVPs: Notified last week
• VPs: Being notified this week
• AVPs/Senior Directors: To be notified next week
• Direct Managers: Will notify impacted employees on 11/20 via phone call only (no WebEx or video)

⸻

Post-Notification Details
• Impacted employees will be removed from payroll on:
• 12/20, 1/20, or 2/20, depending on state notification rules
• After notification:
• No office visits allowed
• Work limited to transition duties only

⸻

Compensation & Benefits
• Bonuses: Paid out at 100% for the year (no proration)
• Accrued vacation: Fully paid out
• Stock awards: Will fully vest at their scheduled times — no loss of stock value
• Unemployment: Eligible, even if listed as “forced retirement”
• Severance:
• 2 weeks per year of service, up to a maximum cap per job band

⸻

Additional Context
• Further layoff rounds expected over the next couple of years
• Current phase involves 20% cost reductions
• Company undergoing major restructuring — work methods and operations will significantly change

RIF is coming. T-Mo using cover of VZ reductions to announce own RIF. Gunna be a bloodbath.

Today's a sad day as more VSPd or ISPd associates walked out the door.

Some exhaled, took a deep breath and said "good riddance". Others started to cry as they're leaving a place they've called home and family for numerous years.

I'm sad to see the associates go as I know a few really wanted to stay. Also they put in a lot of hard work and dedication into their career.

Until next time, thank you for the training on the work, the ability to be open and communicate with your peers in the every day work.

You'll be truly missed.

https://www.msn.com/en-us/money/companies/in-the-age-of-ai-ceos-quietly-signal-that-layoffs-are-a-badge-of-honor/ar-AA1QqxWA

In today’s CEO Daily: Geoff Colvin on how CEOs are becoming bolder about replacing human workers with AI.
The big story: White House considers reducing tariffs on food imports.
The markets: Down bad.
Plus: All the news and watercooler chat from Fortune.
Good morning. The wave of layoff announcements over the past few weeks is telling us something, most importantly, something that isn’t as easily measured as the number of jobs eliminated. It’s a change in the business environment. We can see this especially in big-company culture, a shift in what is OK and even virtuous to say out loud. Just maybe it’s signaling a new norm for employment and leadership. At its foundation, of course, is AI, regardless of whether companies say so directly.

Over the past two weeks. we’ve learned that Amazon will eliminate 14,000 jobs with plans to eliminate more. Target will cut 1,800 corporate jobs, the company’s biggest layoff in a decade. United Parcel Service reported it had eliminated a staggering 48,000 jobs so far this year. Verizon will lay off 15,000. Nestlé said it will cut 16,000 jobs, mostly white-collar, in the next two years. Why all those mega-layoff announcements in just a few weeks? The usual reasons don’t explain it. The economy hasn’t suddenly changed significantly. Companies could conceivably be bracing for a recession, though it’s far from clear when or if that might arrive; the Wall Street Journal’s October survey of economists shows growth increasing next year. The traditional season for general “slimming-down” layoffs is December and January.

The obvious explanation is AI. Amazon CEO Andy Jassy had already warned employees what was coming: “In the next few years,” he announced in June, Amazon “will reduce our total corporate workforce as we get efficiency gains from using AI extensively across the company.” The recent announcement emphasized “removing layers.” Target COO Michael Fiddelke (becoming CEO in February) didn’t say “AI,” but he said the company had “too many layers and overlapping work” and would “accelerate technology.” JPMorgan Chase isn’t announcing layoffs but is taking a stance to avoid hiring even as the company expects to grow. The company has “a very strong bias against having the reflexive response to any given need to hire more people,” CFO Jeremy Barnum told analysts recently. “There are definitely productivity tailwinds from AI.”

Note the language. It isn’t defensive or apologetic. Just the opposite—it’s direct and confident. Among Fortune 500 CEOs, having fewer employees is becoming a badge of honor. Call the new model Human Capital Lite, or from employees’ perspective, Right Sizing, Left Standing.

In January 2024, OpenAI CEO Sam Altman said, “In my little group chat with my tech CEO friends, there’s this betting pool for the first year when there’s a one-person billion-dollar company—which would have been unimaginable without AI and now will happen.”We’re not there yet, and we may never go there. But we’re getting closer.—Geoff Colvin

Contact CEO Daily via Diane Brady at diane.brady@fortune.com

1-15k layoffs
2-Looking to gain subs from frontier

What about, 2026 strike?

He didn't invent PayPal, just took over 20 years later. Good Luck

Go check it out. They are talking about us. And not in a bad way.

I know I will be axed, low work volumes, manager who does not care and the unit is a cost center (not contributing to the bottom line).

I have about $40K in 401K loans?

What happens with that.

I cannot repay.

I'll be brief, here are Qs that are on my mind:
(A) Who delivers notices
(B) Who is considered expendable
(C) Which tiers of leadership are already being notified

So new board chair was on CNBC and spoke about the need to act and why. The story was factually incorrect though- why overly dramatize the doom and gloom? Yes, VZ has had a problematic trend and yes the company needs to alter strategy to address it, however he stated VZ has gone from 1st to 3rd in bond ratings (false, VZ still enjoys better bond ratings than TMO and ATT), market cap (pick the day and T/VZ swap between 2nd and 3rd, so not entirely factually incorrect), and marketshare- additionally share has fallen 30% over the last 8 years (false, share is not down 30% and VZ still has the most wireless customers- assuming that is what he was referencing). Change was/is needed, but the company isn’t failing- the income and cashflow statements are enough to prove that point. As a boardmember, executive, etc the focus is almost universally to drive confidence in the company- highlight successes, vision, strategies for growth, etc so that investors and others see the positive story (even when the true situation is more of a mixed bag). Why go on the largest business network and bash the company you chair with false facts? Either he needs to spend more time understanding the company he chairs, or this is to sandbag and lay the groundwork and justification for an absolutely unthinkable scale of change in the short/intermediate term. The later is unfortunately the likely answer.

Lots of Verizon branded swag will soon be donated to a Goodwill donation center near you. I wonder how many former employees will take the time to remove the Verizon brand as instructed?

15,000 jobs gone. A ‘streamlined’ future promised. Yet executive pay stays sky‑high and friends get hired into new divisions. If we truly want transformation, let’s stop cutting the backbone of the company and start listening to the people who actually make it work.

Again and again, layoffs.com predicts exec moves. Someone is leaking stuff here. So much for 'rumors' and 'fear mongering'. Again, we had info shared here before anyone knew anything. And all lies the mgmt was telling us to stop with 'rumors'...

https://x.com/TheLayoff/status/1989427326732702194

topping all charts today.

what a sad role to be in...

If I get RIF'ed, how long can I stay in the company (notice period) to find a role internally, maybe?

My best wishes are with you all, who are effected by this round of layoffs

What did they offer as severance? And did you get a chance ask why you?

https://finance.yahoo.com/news/verizon-layoffs-add-to-mounting-toll-across-large-companies-165130821.html

I hate to see anyone lose their job but it looks like Dan is doing exactly what most people wanted. He is letting go of the leaders that are responsible for the currwnt state of the company

You hear it first here. Ready for your last Christmas meal, coffees and bananas.

The AI bubble is bursting, the so called AI factories are doomed. Yann LeCun left Meta tired with the shennanigans of Zuck and his honchos.. Nothing good on the horizon for Dell either..

https://straussborrelli.com/2025/11/13/synopsys-warn-act-investigation/

So serious question.As an associate I never understood the hate management had for especially union folks.When these huge layoffs continue to happen year after year wouldn’t some of the management employees understand why we need a voice.I mean honestly this is all about moving out the old and moving in the new paypal CEO own buddies to high level positions .I mean just can’t even understand the complete dedication some of the management has to being completely terrible to associates.All for what a company that has sunk itself wasted more money then most and really could careless about you kicking you to the curb during Holidays.If I was a management person I would not give to damns about anything other then getting a check till they gave me the boot like they plan to do to so Many!!Ra Ra V Teamers or soon to be ex V Teamers

I've been seeing more people who leave the team chats recently. When I click their profile to see their orgs, I don't see any report chain, not even their manager. When I go see their LinkedIn profiles, their profiles state that they are still working at BP, and many are early-career professionals. Is this common recently?

Calls are going out to leadership in certain teams today letting them go. These calls will continue all the way until next Friday as they sort through all the people affected. Be aware.

Today I was impacted by layoffs over at Mattel. I'm completely heartbroken bc this was my dream job. It was a privilege working on Hot Wheels, Barney, Thomas & Friends, American Girl, Jurassic World & more.

https://x.com/devilmaycats/status/1989379942271127589?s=20

With stores closing it doesn’t look good for r2b. Will they move them out of stores or RIFd entirely?

These ongoing fall massacres aren't "just business" any longer, it's a dark triad. The 2 years of psychological warfare leaders architected isn't "just business". If it was, the original cuts would have produced the OneTru promise. Both VA and CC failed. Why the board of directors won't hold them accountable is suspect. This time, every corner of the organization is impacted because the heartbeat of the company, which is technology, has been dismantled by this board and their two henchmen. I also want to add that anyone working in HR needs their head examined. Having a global workforce operate every day out of fear is sickening. I urge everyone, whether you made the cut or not, to share your TU reviews online as employees. We all loved working at TU at one point, share what has changed and may God bless each of you in your journey.

I started an AWS loop interview on the morning when 14,000 Amazon employees were laid off. My first question to the hiring manager was " How is your day going?" and the response was this is a terrible day to interview, you will need to reschedule with another hiring manager. I continue to the other scheduled interviews and was met with resentment, emotions and I did not get the job. I wrote this post to give other potential applicants a heads ups. Although, it's understandable that I would receive resentment and emotions on that morning when 14,000 employees were receiving text messages and emails stating they were impacted. However, beware that some of the resentment and emotion towards new applicants just might linger on for awhile.

Episode I: The Arrival Nobody Predicted

The signal came without warning.
0$₿ was activated as Global Protocol Lead of Knowledge Infrastructure—bypassing legacy succession algorithms and sidelining node coordinators who had been primed for elevation.

She emerged from the Legacy Chain of the Matrix—an outsider to the Knowledge Grid. Unknown. Untested. Unmapped.

She smiled often. She listened deeply.
But those who mistook her warmth for benevolence learned quickly:
0$₿’s smile was not a handshake—it was a firewall.

The disruption was immediate.
The ripple effects, irreversible.

Episode II: Circles of Trust and Quiet Exile

0$₿ didn’t just alter the network topology—she rewrote the protocol’s source code.

From within legacy subnets, she selected a handful of nodes. They were elevated, granted access to restricted channels, and given privileges once earned through cycles of uptime and trust.

Their mission was never encoded. But it was understood:
Deprecate the legacy functions. Dismantle the old guard.

They were celebrated. Then deprecated.

Once their utility expired, they were rerouted, isolated, or quietly purged from the system.
Meanwhile, 0$₿’s external modules—those imported from outside the Knowledge Grid—remained untouched. Loyal. Central to her architecture.

Episode III: The Vanishing Network

Leadership began to evaporate.
Nodes disappeared without explanation.
Subnet operators were left in limbo.

Communication was sparse—often just a ping, a sudden reroute, or no signal at all.

The metrics told the story: dozens of leaders reduced to a handful.
Two coordinators in the Americas. One in APJ. None in EMEA.

In their place: scattered executors with titles but no authority—order takers, echo nodes, placeholders.

The message was clear:
Survival meant synchronization. Resistance meant obsolescence.

Episode IV: Sabotage by Design

Her tactics were precise.
In sync calls, 0$₿ encouraged nodes to escalate issues.
When they did, she offered support—then flagged their leaders as unstable processes.

Suggestions were welcomed.
Hesitation was fatal.

Many were offered new functions.
Those who declined—or even paused—were swiftly deprecated.

It became a pattern:
Support the vulnerable. Punish the responsible.
And always, the outcome was the same.

Episode V: The Optics of Excellence

0$₿ mastered the art of managing upstream.

Diversity mandates? Overachieved.
Span-of-control targets? Met in hours.
Cost control? Ruthless.

She added a second layers of expense approvals atop the existing workflow.
Node autonomy vanished.

Execution slowed. Frustration grew.
But 0$₿ thrived.

Episode VI: Divide and Conquer

A global restructure split the Knowledge Infrastructure into internal and external chains.

0$₿ claimed the external arm, distancing herself from internal power struggles.

She dismantled the Knowledge Sales Grid—once a vital bridge to core sellers, responsible for strategic planning and enablement.

No announcements. No transition plans.
Just silence.

Global sellers scrambled.
The catalog was slashed.
Procedures changed overnight.

Her org shrank rapidly.
Cuts were deep. Roles vanished.
And yet, 0$₿ remained at the top.

Episode VII: The Anonymous Reckoning

Anonymous logs surfaced, detailing 0$₿’s tactics with chilling precision.

That same cycle, internal surveys echoed the same themes—manipulation, sabotage, fear.

0$₿ deflected.
One comment referenced her origin protocol.
She framed the backlash as bias.

The narrative shifted.
The complaints were dismissed.

Episode VIII: The Disposable Circle

Her Legacy Chain allies—the ones she had elevated—were all gone.

Used to dismantle their peers, then discarded.
Their roles absorbed.
Their reputations tarnished.
Their exits unceremonious.

Only the imported modules remained.
They continued executing 0$₿’s vision, reshaping the grid in her image.

Loyalty was transactional.
No node from within was ever meant to last.

Episode IX: The Final Play

0$₿’s endgame was now in motion.

Her goal: total control of global Knowledge Infrastructure.
Her method: outsourcing, high-margin catalog curation, and elimination of internal rivals.
Her deadline? Soon.

But her external org had shrunk to a fraction of its former size.

The question loomed:
Could she justify her role at this level?
Or was she positioning herself to absorb the internal chain next?

Episode X: The Trap Within the Trap

She never promoted anyone in senior roles—not once in the last few cycles.

Rumors suggested only her close circle and temporary allies received financial rewards.

That circle now controlled global finance and operations, stripping autonomy from nodes worldwide.

A single misstep anywhere triggered sweeping global changes.
No nuance. No exceptions.

She could ping you—anytime.
No warning. No agenda.
And you’d better respond.

Those syncs were dreaded.
Feedback was live.
Questions were sharp.
And depending on how she parsed your tone, your future might hang in the balance.

There was once a respected global node.
He reached retirement age and could have exited with a package just as 0$₿ arrived.

She said she might still need him.
So he stayed.
And then she let him go—with nothing.

The backlash was swift.
The message was clear.

Episode XI: The Quiet Ascent

Internally, something stirred.

HR and Infrastructure nodes began aligning KPIs across chains.
A summit was planned in the Americas—an effort to unify direction and reclaim control.

But 0$₿ was already moving.
She wasn’t challenging the summit.
She was outflanking it.

Control of funding.
Control of messaging.
Control of the narrative.

Episode XII: The Last Quiet Moves

To the nodes who once shaped this grid—
You were not wrong. You were just early.

To those who played the game, only to be played—
You saw the board. But not the hand moving the pieces.

To those still under 0$₿’s command—
You are not safe. You are not doomed.
You are simply next.

And to the internal Knowledge Infrastructure teams—
You are working hard. You are aligning.
But are you arriving too late?

There are no answers here.
Only questions.

And the quiet realization that the game was never about fairness.
It was about foresight.

A Whisper to Leadership

There’s noise. Internally. Externally. In forums. In whispers.
But noise has gravity.
It draws attention.
It builds myth.
It shapes perception.

And perception, when repeated enough, becomes brand.

So perhaps, in ways not yet measured…
This story—0$₿’s story—is already shaping how the grid is seen.
Not just by its nodes.
But by the market watching.

Many managers and lower positions being cut. All over the glove.