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To those continuing with us, I appreciate your continued commitment as we build a stronger Verizon together.
Hail, Emperor, those who are about to die salute you"
What do you guys are waiting for ????
VERIZON will close of Operations outside of the USA , the missing 2000 ...... from the 15000.... we just found them !
What do you think? Would GB leave Elevance to lead the WNBA?
encourage people to push back on the RTO. I took some time this week and wrote letters to the board and upper management. I stated why I think RTO is not the right move and provided evidence proving that remote work is better for the company and employee in the long run.
They might not care about one letter but I think we all should be giving this feedback. Be factual but also explain how it is affecting your life negatively.
Emails are easy to ignore but tons of letters arriving to corporate will get noticed.
Ron is interim so maybe if we all show our displeasure we can get some changes made.
We have to go beyond complaining to other another and our immediate supervisor.
If anyone is interested I would be happy to share the studies I submitted.
I could be delusional but what could we lose?
Jay Snowden needs to go for these botched deals with Barstool, ESPN
Mirlanda Out as Xerox Appoints New CFO from Lexmark.
https://tonernews.com/forums/topic/mirlanda-out-as-xerox-appoints-new-cfo-from-lexmark/
IT is primarily focused on India, and I dislike this trend. They are the main reason for disruptions in US work culture, often exhibiting micromanagement. We had very great leaders, they were let go to be replaced. Any organizational announcements or changes were only meant to promote "birds of a weather flock together". Look at org chart and when you know budgets are tight, chop off the managed services. Additionally, leadership, including directors and VPs, seems to be accepting kickbacks from managed services to bring in cheaper labor. I'm uncertain about what the future holds for American workers and the next generation. US jobs and companies are for US people not for Asians.
Lost our Director, Area Manager and Supervisor today... Not a good day at Verizon.
https://fortune.com/2025/11/19/google-ceo-sundar-pichai-says-ai-can-do-his-job/
How our beloved institution seems to have lost its soul and senior talent.
At BNY Mellon, "strategic alignment" appears to be more of a psychological endurance test than a business principle. It feels like we're in a corporate escape room where the clues are cloaked in jargon, the exits are offshored, and the ultimate reward is a Teams meeting with someone fresh out of college who thinks "mainframe" refers to a type of Sleep Number mattress.
Let's start with our CEO, Robin Vince. His leadership style, characterized by vague declarations and performative empathy, seems to ignore the fact that our ship is sinking while they outsource the lifeboats and call the iceberg "cost synergy." His signature look—perpetual five o'clock shadow, freshly steamed suit, and a Rolex Platinum—speaks volumes. While he touts "free coffee in the office" as if it's a groundbreaking perk, jobs are quietly slashed, benefits reduced, promotions frozen, and merit increases become almost laughable. Anything with a cost is either stopped, frozen, or eliminated.
Then there's the Return to Office (RTO) campaign, which was touted as a bold move toward collaboration but ended up feeling more like a scavenger hunt for badge access in a haunted coworking space. Employees were encouraged to "reconnect," only to find their teams had been restructured, relocated, or replaced by someone in Wroclaw who thinks "Waterfall" is a Spotify playlist. The real aim seems to be forcing attrition without paying severance. If you're mid-career, have missed a few badge swipes, work from home, or your office commute now involves multiple transfers and a broken escalator, congratulations—you've been strategically unaligned.
The pattern of layoffs, or "realignments" and "talent redistributions," is another concern. It feels like we're constantly under the threat of being let go, with every "quick sync" or "just checking in" message potentially signaling the end. If you're a male over 40, HR may have already tagged you as "legacy talent"—a polite way of saying "low T, too expensive to keep, too experienced to promote."
Our globalization strategy, which involves sending jobs to India and Poland, complicates things further. The result is a tangled mess of time zones, miscommunication, and Jira tickets bouncing around like the timeline for releasing the Jeffrey Epstein files. Clients notice, deadlines slip, and deliverables vanish, but we're reassured by the opening of a new "Center of Excellence" in a country where no one has met the client or used the software.
The hiring strategy now mirrors a university career fair, favoring fresh grads over seasoned professionals. These new recruits are bright-eyed, bushy-tailed, and completely unqualified, but they're cheap and can build dashboards filled with cat memes and Sora videos. Meanwhile, experienced employees are nudged toward "voluntary transitions" or given roles so meaningless that early retirement becomes an appealing option.
Our product delivery strategy is another area of concern. It feels like a choose-your-own-adventure book where every path leads to a missed deadline. Teams are gutted, timelines are fictional, and clients are reassured with phrases like "we're in the ideation phase" or "we're pivoting to a more scalable solution," which is code for "we have no idea what we're doing."
Finally, when in doubt, we call McKinsey. Their playbook includes renaming layoffs as "talent fluidity," creating dashboards that track morale using emoji reactions, launching pilot programs that solve nothing but look great in slide decks, blaming the org chart and redrawing it using a dartboard, and hosting "strategic engagement sessions" with bagels and muffins, calling it transformation.
In summary, BNY's strategic alignment feels more like a slow, grinding descent into cost-cutting madness masquerading as innovation. The only thing truly aligned is the exit door. If you're still here, congratulations—you've survived another quarter of corporate performance art. Just remember, your resilience isn't a virtue; it's a KPI. Your reward? Free coffee and the privilege of watching your job get reclassified as "non-core" while waiting for your personal release date.
Any chance we’ll get a new CEO for Christmas???
To start with, John Gibbons, Patrick Davie
until such time that the primary corporate emphasis of financial revenue quantity has changed to product quality.
Anyone know who is gone? Heard Shankar but not sure if it’s true.
Anyone who speculated that Lex Loofah would end up at 101 Productions so he could continue sponging off Taylor Sheridan was close, but apparently not quite on the money.
Kind of appalling that NBCU is going to pay him to continue riding Sheridan's coattails and declare himself a "hitmaker" despite not actually making anything himself.
Gross.
https://www.hollywoodreporter.com/business/business-news/chris-mccarthy-follow-taylor-sheridan-nbcuniversal-1236431266/
Rotten from the top
Needs a change
Can anyone reveal when the first call will be made and when to finish it ?
It’s not a state secret.. you can say that much
I’ve pretty much accepted I’m probably getting canned today. No performance issues, just not the type to su-k up. If my direct leadership has any say in the cuts, I’m definitely on the list.
Honestly, I just hope they actually cut the bloat for once. Leaders are making way more than the rest of us, and one cut at their level could save a bunch of our salaries. We’re the ones doing all the work. Have you seen how many Band 5 and 6 leaders have zero direct reports on Inside Verizon lately? It’s ridiculous! How the he-l did we end up back here after 2015?
When are they leaving?
Vestberg was CEO at VZ for 7 years. Coincidentally the same amount of years he was CEO at Ericsson. Two companies left in a wake of mismanagement. The difference? The VZ BoD had a resume to review. Despite his failures in Europe the VZ BoD made him their CEO. History repeating itself was, sorry to say, an almost foregone conclusion. Now the BoD handed gas and torch to Schulman. He’ll cut off the legs to save the body. Then the BoD will “find” the next version of Vestberg. They can’t help themselves from making poor choices. Vestberg will likely have $20M follow him out the door whilst 15k are shown the door. Whomever takes over “Verizon - The Rehab Edition” has choices. Continue on with segmentation and compartmentalization driving the Company further into the ground, or, perhaps, bring things back under the roof. No more HRBP from outside sources running the Company. No more useless Pulse Surveys. But alas, the names will change and the downward spiral is likely to continue. If there was a time for the Shareholders to remove an entire Board. It’s now or in the very near future. Pipe dream of course. Good luck to all who are leaving. Find a Company run by intelligent people who actually know the business they run.
Have we ever thought deeply on why we have failed, why our products and solutions are not exciting the market and why even the mainframe offload is dragging for last 10+ years. The answer can be found in the old timers, the architects, who have hung on to their positions even when the organization had lay offs every 6 months. How did they manage that - simple - do not document what you know, do not share what you know and object any changes or fresh ideas that is brought to the table under the guise that we know better than any one. The culture of obsession with self, lack of patience to listen, intolerance towards others and ideas, antipathy to people suggesting innovation, going on in circles in every meeting on why some thing would not work, than how can it be made to work, starts with the head of Architects, who is also head of labs. Knowledge of what you did is good, but if it cannot be used to save an organization, which is going down quarter by quarter, what is the worth of that knowledge. But are they worried - no - as most are close to retirement and will retire nicely with a package , even if the company files bankruptcy. So change the layer that is slowing every thing down and put some fresh, energetic, risk taking, innovative, ready to work hard and have a mission to save the company.
As a TSYS Issuer TM I was very excited when I heard we were getting AWAY from GP and joining forces with a company I thought MAY know how to do us better. I figured it definitely couldn't get any worse than being treated like the ugly stepchild like GP has done us. With that being said I'm losing confidence daily and at this point just hope I have a job in this cr-ppy market. I'm sorry and I hate that you all have been going through all the same cr-p that we have (McKinsey) recently. Just to add a little icing on the cake your CEO and Chief People Officer joined our Issuer All Hands this morning and we're about as happy and excited as anyone could be. Hard to imagine they could be so happy at the exact same time their TM's were being fired via Google Meets. Really makes me feel warm and fuzzy about joining the team! Not an ounce of regret or remorse in either of their voices. 🤬
Hans is saying
“Let’s go” while pocketing 20 M worth of advice to Dan.
Senior Leaders,
Your tenure has been defined by the distance created between the executive suite and the customer experience. The external environment—the shifting market, the competitive landscape, and the voice of the consumer—is moving at a velocity that has exceeded the speed of our internal change. This is the moment where that gap closes.
The core failure is one of vision:
• The Customer Forgotten: Price escalations and complex plan structures were designed for boardroom reports, not for customer loyalty. The brand damage incurred by these choices is measurable and is being repaired daily by those on the front lines, whose warnings were not heeded.
• The Illusion of Importance: Cross-global travel and protracted, high-level meetings created an illusion of operational necessity. These activities served to insulate decision-makers, rather than connect them to the actionable data required for real growth.
• The Unpaid Debt: A loyal, skilled workforce sought guidance, mentorship, and sponsorship, only to be met with a leadership culture that served itself first. The trust deficit created by this failure to invest in internal talent is significant.
Change is arriving. Some will face profound uncertainty regarding their future employment. You, however, are insulated by the financial structures put in place during this period of detachment. This outcome is the definition of accountability deferred.
The mission now falls to those who remain: to rebuild the brand, re-establish trust with our customers, and implement the authentic, ground-up change that poor leadership made inevitable.
So with truly no CRO running sales these days, and Nasser the nightmare turning a blind eye to the people who matter, very curious if anyone is hearing is any impact to sales and sales leadership.
Please tell me that most C-Suite executives will also feel the pain. They enabled Hans and others to gut customer service and raise prices without adding any real “value” while never stepping foot into a store or call center to see what was really going on. Hans needed to be gone a long time ago but he shouldn’t be the scapegoat!
VP's, director's and managers do not lead, they spread their toxic behavior and all they care about is employees that follow their lead and cut costs. While knowing HR and lawyers will cover it up. This ends up costing more in the end. Hold these people accountable for their actions, inactions, tactics and improve the moral of the entire team. Start investigating HR and move on through the VP's, directors and managers. Time for the trustees to make moves to remove these toxic leaders and show employees they are respected and cared for. Talent, experience and leaders are being lost. The system failed all employees.
What a chicken. A product of nepotism and corruption at its finest. He's been silent after firing all the whistleblowers.
On a serious note, I hope everyone has a splendid Thanksgiving.
If you’ve experienced five years of consistent outflows, you need to examine the root cause: leadership. Start there to fix the problem.
because I just glanced quickly, but I think Stankey may have sent a Holiday email today where he actually didn’t berate his employees and encourage them to quit. Actually oops I deleted it.
are you surprised or not
There is no such thing as a good and caring CEO. All of them see us as nothing else but numbers they can play around with any way they want. That's our sad reality, and no new CEO or anybody else at the top is going to change that.
I tried to call ML several days today, because he told us to call him if we have any suggestions for the company.
For every and each time, I was directed to a voice mail box, and then was told the mail box was full. I’m not sure how is it possible for us to give any feedback regarding the company?
Please do not delete for the sake of this company. Your sincere dispersant.
Hard to believe it’s this tight lipped. It’s like we’re a boat heading to sea. On the horizon we see the big storm bubbling and everyone on the boat is just paddling straight in. Get ready for the waves I guess. Hopefully we actually learn something tomorrow. I find it difficult to believe there’s not one member of leadership that knows what’s going on.
Anyone know what’s going on with CMO?
Here’s another worthless perspective from a former VZW sales leader.
Large and substantial layoffs like this take several months to plan and put together. There’s absolutely no way that these layoffs were Dan’s sole creation from 4 weeks ago. I’m positive Dan voted for the move, along with the other board members, back when this was originally conceived and decided. This isn’t something you just cook up over a 3-day weekend.
Dan is doing what he should do in this situation and that’s simply taking accountability for the direction that VZ is heading for. That’s what good leaders do. It also won’t hurt that Dan will be much more effective in selling these changes to the street.
This really su-ks for everyone; I know because it happened to me in 2019. I’m praying for everyone that has or will be impacted. I have friends and family that are patiently waiting (not sleeping) for tomorrow’s meetings.
Good luck and peace.
Be expecting a “thank you email” soon…
Intel’s workforce:
I am trying to figure out if my boss in ( NJ office ) is safe. In meetings today they talking about the future for various initiatives, reviews we have next week etc. They are not great to work for so my life would be a lot more pleasant without having to report to them. I am thinking maybe they know they are safe...
Is this the man who'll axe 15,000 jobs at Verizon?
Alfonso Villanueva joins Verizon as Executive Vice President, Chief Transformation Officer in two days.
Nov 18, 2025, 8:28 AM
Verizon adds a new boss to its team as the company is about to undergo serious changes and thousands are about to be laid off.
His name is Alfonso Villanueva and starting November 20, he'll join Verizon as Executive Vice President, Chief Transformation Officer.
What's his role?
A Chief Transformation Officer leads a company's major change initiatives, guiding shifts in strategy, operations, technology and culture to improve performance. This role focuses on aligning teams, processes and long-term plans to ensure the organization can adapt and grow.
Recently, we told you about Verizon's plans to axe 15,000 jobs and close 200 stores, and the process could start as soon as this week. The Big Red carrier also has a new CEO – Daniel Schulman – who has recognized that the carrier can no longer depend on continual price increases to drive revenue. Verizon has lost customers in recent times, and the company is now moving to greener pastures. The goal is to reduce expenses by shifting its focus.
Personally, Villanueva brings more than twenty years of global leadership experience in strategy, corporate development, transformation, data science and innovation within major technology and financial organizations. His background includes senior roles at PayPal, where he oversaw strategy, corporate development, data science, analytics expansion, venture investments and numerous key initiatives.
Earlier in his career, Villanueva was a Senior Partner at McKinsey & Company, where he led the firm's Telecom, Media and Technology practice across the Asia-Pacific region, so he is definitely suited for his new position at Verizon. He also served as Chief Innovation Officer at SingTel, contributing to the launch of its digital division and venture fund.
It's time to sharpen things
Verizon says it is reorganizing several major teams under Alfonso Villanueva to sharpen its digital infrastructure and improve how the company operates. The new Transformation Organization will take on long-term projects tied to strategy, technology and day-to-day efficiency, with teams responsible for strategy, data and AI, and supply chain now reporting directly to him.
This is only natural, as anyone would want its company to streamline decisions, cut complexity and focus resources on areas that can improve customer experience and support future growth.
No more price hikes?
This is the main question: will your Verizon bill stay the same after all this changes? I sincerely hope so.
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Verizon should take this moment as a real chance to break the cycle of relying on constant price hikes to boost revenue. With Villanueva leading the Transformation Organization, the company has the tools to focus on efficiency, better service, and smarter investments instead of passing costs onto customers.
Has anything been confirmed?