#leadership

Share stories of your experience with the FSC rollout disaster. After being told by the Wells Fargo lady and her phone call pep rallies being called Eeyores and Ford Pinto’s in how great this FSC rollout will be, it has been a complete disaster it has been. She should be fired along with the team in charge of the rollout.

Sorry the next news to drop is freezing the pension for those active employees that are pension eligible. That will be announced right after the April round of severance packages. The next round of severance packages/pressure tactics ramps up again in October and will wipe out most of the remaining underwriting folks. You will get the return to work mandate, for 50% of the time, for most employees effective September 01, 2026. Leadership 75% of the time. Executive will announce they are converting a large portion of your remaining PTO to sabbatical time and pay you out for a portion of it as well. They are trying to weed out any old remnants of the old SF or pressure test those people they consider weak. They are still delusional thinking the continued failure of their business model is not the incompetent DEI/2040 workforce they have hired, hubs and horrible business models they keep doubling down on. One more "magic" motivational quote, 1x1, Huddle, TPD or SXS is all that is standing behind their names in glory in the business world and return to #1. It is kind of funny to actually watch this level of stupidity and incompetence! Hilarious!

With all the changes we are experiencing in CW that don't make logical sense, the wrong people being let go while others get placed in vague non value roles, I wonder if our leader Sanjay has settled his lawsuit with his last company so he can focus and earn all that salary he is getting here. The lawsuit makes claims that are concerning and I really hope we don't have a similar experience here. I'm sure he is an honest and upstanding guy and it was all a misunderstanding. I mean, the way he just smiles and has talked about a brighter future for the last couple of years I am sure they are wrong. Sure we have been hearing it for a couple years and just need a couple more years to see it. It's a 4 year plan. Similar to a vesting schedule.

If your only job is to think of new deprtment names and reorganization strategies or to put out cartoon newsletters with the 🐭’s face, you need to go. You serve no purpose. This is a healthcare company. That time and money should be reinvested into the members, not overpaid executives who do nothing but look for ways to make themselves appear important. You know how many reprgs have improved the customer experience??? ZERO. Humana Executives have meetings about meetings and they still never gat anything accomplished.

Both sites are filled with complaints about denied claims, inabilty to understand customer service agents, and poor service from Centerwell pharmacy and inability to get resolutions of complaints. Not that C-suite cares but they should care about retention of members. Or has Rechtin forgot that without members Humana doesn’t exist? I would like to see our retention rates before he came on board compared to now. Rechtin needs to go. The rodent needs to go.

SB (Stevo) dips a Dunkin’ donut into that lukewarm excuse for coffee… pauses… little gleam in his eye… bodyguard standing there like he’s protecting nuclear codes instead of a guy marinating pastries.

I mean, I find the whole thing hilarious. Is SB still out there galavanting across the country giving his nonsensical TED Talk cosplay about “reinvention,” while reminding everyone no one messes with him because he’s the big bad CEO of… Xerox? Xerox. Let that sink in.

Meanwhile, I check the stock every now and then and it looks like it’s being actively vacuumed into a black hole. Honest question—how long before it’s under a buck? 30 days?

And every time I check the stock, I swing by the old layoff site like it’s a weather report. “Ah yes, 100% chance of people getting axed with a light breeze of corporate optimism.” What amazes me is there are still folks in there thinking, “If we just get rid of SB… or Bruno when he was there… THEN things will turn around.”

Bruno was at least entertaining. Gold chains, hair plugs, that overcooked New York accent—like a discount My Cousin Vinny extra who wandered onto a corporate earnings call. You just know he was peeling out of parking lots in an ‘80s Camaro blasting Springsteen, headed to “reinvent” something that absolutely did not get reinvented.

Watching those two was like a low-budget reality show:
“Tonight on As the Copier Turns—we reinvent the company!”
Cut to next scene: “Sell more copiers or we’re shutting the lights off.”

The whiplash was impressive.

Here’s the part no one wants to say out loud: it’s a dead industry. It’s not “struggling,” it’s not “transitioning,” it’s not “pivoting.” It’s dead. Gone. Buried. We’re arguing over how to rearrange deck chairs on a fax machine or typewriter.

And no—no amount of white-trash Ken Dolls in slim-fit suits are bringing it back to life. Especially not wrapped in that special blend of Xerox arrogance where everything is somehow the customer’s fault while the company lights itself on fire.

Xerox isn’t “on the ropes.” It’s irrelevant. Completely.

LinkedIn tried to suggest Xerox jobs to me the other day. I actually laughed out loud. Who is signing up to board the Titanic after it’s already snapped in half? “Yeah, I’d love a role in mid-ocean operations, preferably underwater.”

I genuinely don’t understand why people are still there. Why? I’ve been gone over a year—make 3x the money, zero stress, and I no longer wake up wondering which coworkers vanished overnight or which customer is furious because we’re somehow violating a contract we wrote.

Even if… the industry magically came back, Xerox still wouldn’t make it. You can only disappoint customers, ignore problems, and double down on nonsense for so long before the bill comes due.

And it’s due…

Nike Leadership (2020 → 2024) from Publicly Available Reporting

• Women (Leadership): +7.6%

• Men (Leadership): −5.5%

• U.S. Racial/Ethnic Minority (Leadership): +17.2%

• White (Leadership): −7.0%

Share price nosediving.

CK and iceman DA staying.

MA probably being replaced by JG, the person responsible for messing up HPOM by making DMs people leads (rumor has it that Marty Cagan has disavouwed SAPs HPOM implementation also due to this).

Chuck gone, RIP.

Are we doomed?

Too many old timers in powerful positions just playing game of chess with their resources, shameful. Destroying lives.

We had a coffee chat with the director of our department, and they mentioned that most of the LCS projects are likely to be either discontinued or significantly scaled down. At the same time, there’s another initiative emerging informally around DAC using Amines. The person leading this has no knowledge of fundamentals. Another waste of resources.

Now he’s a middle aged man looser who made more money than he deserved

Thanks for destroying peoples livelyhoods and putting profits first.

The prior post was just about that town hall. The issues in this team go way beyond a useless town hall. Share your stories of bullying and dysfunction. We just lost the best engineering guy the company had. The story we heard was he got sick of the micromanagement and cost-cutting by leadership. Pulled his parachute. Vendors run us over and we can't do anything we need to. Thanks Mr. Reed for nothing.

AC actually understood the product and knew how to protect it. I vividly remember him jumping in on earnings calls to take product-related questions over MP and TE.

Now we literally hand entire NFL sideline teams Panda Dunks to wear en mass on national TV. When did it become cool to wear something that everybody can have?

Speaking of, I hear we're about to ki-l another franchise out of desperation - the AM90... in the most iconic colorway. What are we doing here??

It's not all about juicing short-term revenues to hit quarterly targets. EH deserves better from his 2nd in command.

I overheard a director say just listed every employee whom reports to me as possible candidates for the next round of lay offs and I'll tell my managers to give me solid reasons why I should remove each person you want removed.

As we are now officially without the CTO... is this the last moment to leave this company?

Congrats to those who got promoted. Truly.

But can we talk about the process for a second?

No heads up that an upleveled role even existed. No transparency. No conversation. Just a notification that a handful of people, all of whom, by the way, meet the same criteria as the rest of us, got bumped up.

The rest of us found out the same way you find out about most things around here. After the fact.

Leadership loves to talk about engagement and culture. Here’s a free tip: this is exactly how you ki-l both.

We’re watching. We’re paying attention. And we’re drawing our own conclusions.

DW?

hows the ex vp in boca treating all ya'll since moving over to Tamato-Yamato Rd ? I'm hearing there is some booze in the office this week

How can Steve B still be here when you look at the results (internal) and the stock price (external result) and the trend over last 4 years (consistently down so it is something systematic). I am genuinely asking as to how the dynamics and politics of being a CEO work. I don’t get it

A new approach was just announced and it is more upper level with less to do the work. So, the new execs and C-Levels must still have friends they needed to bring with them.

It was asked why so many who actually did work and were great employees were let go - but no answer given. Probably because there is no good answer. The general feeling is they are retaining people who don't question why so much time is wasted, so many useless layers of "management", and/or do little to nothing. They don't want people who want to deliver and help customers - they want to bark orders and people who put their heads down and avoid conflict!

I am not sure where the Humana Board is - but how are they bringing in people with no proven experience at such high levels and letting them bring down the organization?

Crazy, Crazy!!

https://x.com/ric_rtp/status/2034623376082284958?s=10

If you wanted less work done in the office, more communicating/chit chat/wasting time. That's what you'll get. Add on the added costs for employees, pets who will now be unattended after spending 6 years with their owners at home...I'm sure that will go great for everyone!

Can't wait for this to backfire like every other decision leadership seems to make lately.

We're #2! We're #2! We're #2!

There was a time when leadership here actually cared about people over profits. I was proud to be part of it. Then things shifted and the cuts started coming, one after another, cold and methodical. The message is clear now. People don't matter. Only the money does.

More frontier people started this week. Some of these people are downright id--ts. Why they’re here and how they have made it this far with titles like “senior director” make no sense. More vest wearing finance bros part of the chain.

Does anyone have insight into the new comp plan that’s rolling out? My leader is excited and says it’s good news but I’m hearing otherwise.

Since Charlie Scharf assumed command of Wells Fargo, the company has deteriorated both from a macro and micro perspective. He has laid off staff, the stock has collapsed, and he lacks leadership skills and clients have suffered. Therefore, at the next townhall meeting, a vote will be taken and Charlie should be asked to leave. Then, the firm should be broken up into separate parts and sold. Enough is enough.

Layoffs are not a strategy. They are a symptom of failed leadership. Layoffs impact millions of people annually, with approximately 19.2 million U.S. workers being laid off per year. Too often, are wrapped in fancy words like “realignment,” “rightsizing,” or “transformation.” But behind these words are real people, employees whose lives are tragically upended. Layoffs don’t just disrupt careers. They fracture trust, morale, and culture. People lose stability, relationships, and sometimes even hope. The real costs? Depression, anxiety, addiction, broken marriages, financial ruin, etc.
Leadership Accountability is missing. Rarely are leaders held accountable for the decisions that led to these outcomes. What about “Layoff Reform” to include mandatory post-layoff principles that prioritize dignity, transparency, and accountability?
1) Treat impacted employees with respect/dignity. Layoffs are personal…if you are laid off
2) Emotional/Psychological severance, like counseling for anxiety, depression, and trauma.
3) Rebuild morale with remaining employees who are survivors, scared, concerned and watching.
4) Public layoff disclosure: number of employees, age, tenure, gender, race, salary, and ethnicity.
5) No promotions during the layoff year. Employee advancement while others are discarded sends the wrong message.
6) Suspend bonuses, salary increases, incentive pay, and stock awards for senior and executive leadership during the layoff year. Leaders should not be rewarded and profit from failure.
7) Companies that conduct layoffs are disqualified/excluded from any “Best Employer” lists for that year. You can’t be the “greatest” while laying off employees.

https://www.propertycasualty360.com/amp/2026/03/17/usaa-execs-saw-hearty-compensation-growth-in-2025/

Well paid executive

I’ve been in a work environment where leadership is often framed as “shared,” with the message that everyone is leading. In reality, it doesn’t feel that way.

There’s a pattern of conversations being guided toward a preferred outcome, where input is less about open collaboration and more about aligning with what’s already been decided. It creates the impression of shared leadership, but often feels like managed agreement.

When someone has the authority to make decisions but avoids clearly owning them, it shifts responsibility onto others and creates confusion around accountability. Over time, it makes it harder to trust the process or feel that input is genuinely valued.

Strong leadership isn’t about telling people what they want to hear or steering them to a specific answer — it’s about transparency, ownership, and honest communication, even when it’s uncomfortable.

Curious if others have experienced similar

The newest CHRO’s Post-it wisdom says:

When we stop trying to be everywhere, we finally give our leaders the space to be innovative and quick. Speed doesn't come from more eyes on a project; it comes from fewer, more decisive ones.

Yet - we are drowning amidst all the things that have to get done - with a crippled team who does not know anything because the experts are gone. And she comes up with JOMO.

In what world she is living?

SMH

Senior leadership ought to know the 3-legged stool concept. PMPs are required to, it’s just called the “triple constraint”.

In light of this, we have the following text in the purposely delayed 10-k: “These efforts are expected to support structural cost improvements and higher service quality through continued technology-enabled productivity enhancements, outsourcing optimization, and process standardization.”

If we infer this means cheap and good, the concept tells us that this won’t be fast. Yet the money is running out in less than a year. Additionally when in the last 5 years has service quality been an objective? Have you surveyed internal or external customers?

All Sr Leader in Vegas offsite this week whats happening? Big decisions?

Gone are the days of corporate leaders like him. Sad

Put his a-s on a milk carton.

Did he retire again and forget to tell anyone?

Dan signed up for multi billion dollar transformation. 15k layoffs wasn't enough. More cuts def coming and it seems like execs are getting real with their teams and just flat out scrutinizing everything.

The Sr Directors are also lacking one of the two main key skills. 1) leadership 2) technical knowledge.

Only a handful around that can do both. Can't grow a company if u are just one.

Bumping this up for visibility. OP: @ap+1kkyyeqjg

Absolutely disgusting how detached these crooks are. While continuing to RA skilled resources to execute cheaper labor arbitrage and force rank 15-20% of the employees as poor performers to pay out ZERO GDP/Raises. The Execs all received 40-50% YoY Compensation increases ... let the peasants eat cake [pizza party] Source: 2025 Shareholder Proxy Stmnt:
Arvind: 2023 Comp $20.4M, 2024 - $25.1M, 2025 - $37.99M 51.4% YoY Raise
Kavanaugh: 2023 Comp $11.7M, 2024 - $13.0M, 2025 - $18.8M 44.6% YoY Raise
R. Thomas: 2023 Comp $10.3M, 2024 - $12.3M, 2025 - $17.5M 42.3% YoY Raise
G. Cohn: 2023 Comp $9.5M, 2024 - $10.8M, 2025 - $16.2M 50.0% YoY Raise

Pay ratio
The ratio of the Chairman, President and CEO’s annual total compensation to that of the median employee’s annual total compensation is 765:1 .

Healthcare org is in chronic structural decline with demoralized staff, opaque leadership, and a broken implementation pipeline. I'm getting the he-l out before layoffs hit.

Sound like they haven't hit puberty yet?