#merger

Anything going to happen besides top level management gone? New leadership July 1 but not a word about the rest of the peons.

Does anyone know if Deg is merging with business services, in IBEW they are currently under the central office world. Anyone got any information

With the fact that new clients, new business wins, new marketshare gains from existing partnerships are NOT happening at BNY, what is the business world to determine? BNY has been destroying it’s employee base in the US and UK in order to save cash. It’s interesting that the company is trying to stop paying employees that it fires for devious reasons too. It is adding up that the so called profitibility at BNY is only happening by stagnating existing client revenue and firing FTE’s while avoiding payouts and holding onto people’s saving match benefits until the following year. The investment community is starting to become awake to this. This is an unhealthy company. And unhealthy RV and his GS based board are incapable of growing and innovating this place. A push for a merger has got to be in the works soon. Or else…..

Thoughts re: Corebridge Financial terminating as a legal entity when it is absorbed into Equitable Holdings?

Just floating around with the tide and no destination. They could have been something if they bought up companies and simply just left them alone. The hubris of strategy, synergies, and merger integration....SBC RBOC boys from Texas. They were block head hammers and everything was a nail. Saw it first hand with the Cingular tie up. SBC heads for the most part were belligerent bulldozers.

well ...

HPE is up 333%

DELL is up 3'300%

Funny when large $$$$ doesn't come with even a bit of common sense

Lee Raymond, Who Created Exxon Mobil, Dies at 87

He oversaw Exxon’s acquisition of a rival, cut costs relentlessly and denied the scientific consensus on climate change.

Lee Raymond, the chairman and chief executive of Exxon Mobil Corp., at a news conference in 2005. A former high school debating champion, he was known for making withering remarks to those who challenged him.

Lee R. Raymond, who as chief executive of Exxon Mobil wrung out costs to make that global oil company the most profitable in its industry while stoutly resisting the scientific consensus that burning fossil fuels was causing a potentially disastrous warming of the Earth, died on Saturday in Dallas. He was 87.

His death, at a hospital, was confirmed by his son Colin, who said the cause was complications of pneumonia. Mr. Raymond’s agreement in 1998 to acquire Mobil — a transaction valued at about $81 billion, then the largest corporate merger ever — created the world’s biggest private-sector oil company in terms of annual
sales, operating in 200 countries. The deal reunited the two biggest parts of John D. Rockefeller’s Standard Oil

Trust, sundered in 1911 by federal trust busters in an effort to spur competition. During his reign as chief executive, from 1993 to 2005, Mr. Raymond relentlessly cut costs, including eliminating a third of the executive jobs after the merger, and helped boost net income to $36.13 billion from $4.8 billion. The company’s market value increased fourfold to $375 billion.

Mr. Raymond shunned publicity. There was no discernible effort to make him seem endearing or personable to the general public or even to his own employees. He was known for making withering remarks in response to questions from employees or investment analysts. “What you’re hearing today may seem boring,” he said at an analyst meeting in March 2005. “You’ll just have to live with outstanding, consistent financial and operating performance.”

At company headquarters in Irving, Texas, he worked in a hushed office suite known as the God Pod, where a painting of a tiger hung behind his desk. Some employees nicknamed him “Iron A-s,” according to “Private Empire: ExxonMobil and American Power,” a 2012 book by the journalist Steve Coll.

Before Mr. Raymond became chief executive, his biggest public role was taking charge of the company’s response after the Exxon Valdez tanker ran aground on a reef in Alaska’s Prince William Sound in March 1989. The accident spilled 11 million gallons of crude and blackened 1,500 miles of coastline. Mr. Raymond, then Exxon’s president, oversaw the cleanup and, in 1991, helped negotiate a $1 billion settlement of federal and state legal charges arising from the spill. He accused environmentalists and politicians in Alaska of making the disaster worse by refusing to let Exxon spray chemical dispersants on the oil slick shortly after the spill.

In 1994, a federal jury in Anchorage ordered Exxon to pay $5 billion in punitive damages to about 34,000 fishermen and other Alaskans who said they were harmed by the spill. Exxon appealed, leading to another 14 years of litigation.

In a 2008 Supreme Court ruling, the damages were reduced to $500 million.
In the early 2000s, as BP and Chevron courted public favor by touting their investments in alternative energy sources, Exxon took a hard line against government restrictions on fossil fuels and funded research challenging the consensus on global warming.
Mr. Raymond, a former high school debating champion who had a Ph.D. degree in chemical engineering, considered himself a scientist with standing to question that consensus. In a 2005 interview with the public television host Charlie Rose, Mr. Raymond said there was a “natural variability” to temperatures on Earth over
millenniums. “If we weren’t here, the climate would change,” Mr. Raymond said. “It has to do with sunspots, it has to do with the wobble of the Earth, and it has — there are all kinds of things that come and go. If you talk to a geologist, he will tell you the Earth, over its history, has been much warmer than it is now and much colder.”

Because wind, solar and other alternative energy sources were costly and could not replace oil and gas in the near term, he argued, Exxon should focus on finding and pumping more oil, including, if possible, in the Arctic National Wildlife Refuge in Alaska.

Environmentalists regularly denounced Exxon. “There is a spectrum of corporate behavior on global warming and Exxon is the epitome of denial and deception,” Kert Davies, then the research director at Greenpeace USA, told The New York Times in 2005.

Mr. Raymond also resisted corporate trends toward greater acceptance of g-y rights. After Exxon acquired Mobil, the combined company rescinded Mobil policies banning discrimination on the basis of s-xual orientation and ended a practice of providing benefits to same-s-x partners. The moves prompted some g-y and le----n drivers to boycott Exxon service stations.

Under Mr. Raymond’s successor, Rex Tillerson, Exxon Mobil adopted more inclusive policies and acknowledged that human activity contributed to climate change.
Mr. Raymond seemed unbothered by the unpopularity of his views. “I’ve never had a focus group to decide what my persona is out there,” he told The Wall Street Journal in 1997.

Nor did he wish to discuss his personal life. During a court hearing on the Valdez oil spill in the 1990s, an Exxon lawyer asked Mr. Raymond to sum up his background. “I hope this doesn’t get too boring,” Mr. Raymond said. “It kind of bores me.”

Mr. Raymond, center, addressed shareholders during an Exxon annual meeting in 1989. Nine years later, he oversaw the agreement to acquire Mobil.

Lee Roy Raymond was born in Watertown, S.D., on Aug. 13, 1938. His father, Clifford, a railroad engineer, encouraged the young man’s studious ways. In the 1997 interview, Mr. Raymond recalled his father’s alluding to a lack of opportunities in South Dakota and saying, “You have to get an education and get out of here.” After excelling in high school debate and extemporaneous speaking, Mr. Raymond enrolled at the University of Wisconsin and graduated in 1960 with a bachelor’s degree in chemical engineering.

He married Charlene Hocevar in 1961. They had three children, male triplets.
In addition to his wife and son Colin, he is survived by two other sons, John and Rob; and seven grandchildren. Mr. Raymond earned his doctorate in chemical engineering at the University of Minnesota in 1963 and joined Exxon the same year as a production research engineer in Tulsa, Okla. He later headed operations in Venezuela. In the mid-1970s, he impressed his bosses by turning an unprofitable refinery in Aruba into a
reliable source of profits.

After returning to the United States, he headed Exxon’s nuclear power business and oversaw the sale of a subsidiary selling office equipment, including Qyx electronic typewriters.

During his 12 years as chairman and chief executive, his compensation totaled more than $686 million, or $144,573 a day, according to an analysis done for The Times by Brian Foley, an independent compensation consultant.

That compensation amounted to “entrepreneurial returns for managerial conduct,” Charles M. Elson, a corporate governance scholar at the University of Delaware, told The Times in 2006. “Exxon was there long before Mr. Raymond was there and will be there long after he leaves. Yet he received Rockefeller returns without taking the Rockefeller risk.”

An Exxon Mobil spokesman at the time said Mr. Raymond’s performance justified his pay. Mr. Raymond was a director of JPMorgan Chase & Co. and its predecessor, J.P. Morgan & Co., for 33 years before stepping down in 2020. He also was on the board of the American Enterprise Institute, a conservative think tank in Washington.

His hobbies included duck hunting and golf. In a 2013 interview with Investor’s Business Daily, he recalled having made three holes in one. On the corporate jet, he liked to drink milk with popcorn in it, Mr. Coll reported.

One of Mr. Raymond’s sons, John, co-founded Energy & Minerals Group, a private equity firm. “My father gave me three things,” John Raymond told The Journal in 2014. “He gave me work ethic, he gave me a good education and he gave me no money.”

Though Lee Raymond was known for his pugnacity, he had a softer side, according to Mr. Coll’s book: “He could be fiercely loyal to ExxonMobil colleagues and sometimes wept openly when subordinates faced illnesses or other personal struggles.”

Anyone else think that Fiserv as a whole will just be swallowed by a competitor since we are cheap right now? Or selling First Data and splitting the company back into two would be better?

Marvel hero "Hulk" Mark Ruffalo, a frequent advocate for social issues, recently voiced strong criticism regarding the proposed acquisition of Warner Bros. Discovery by what the article refers to as "Paramount Skydance Pictures." In February, he slammed Oscar-winning director James Cameron for his "double standard" in supporting the merger. Just days ago, Ruffalo also joined over 3,000 Hollywood professionals in signing a petition to oppose the acquisition.

https://www.toy-people.com/en/?p=109246

Caught your attention. Sunday afternoon news flash. Legacy SWN staff in Spring slated for layoffs to make room for legacy CHK staff moving from OKC. The ultimate in Corporate America déjà vu!

Woodside employees are freaking out the their nice supportive environment and prospects are going to be severely impacted and if the XoM deal goes through substantial cultural adjustments will need to be made. Most Woodside employees not ready for the treacherous work environment at XOM Spring campus. HR hosting a teddy bear 🧸 and blanky crying session next week.

Is there opportunity for career advancement anymore once the merger goes through? My mates at BNSF say they don't see opportunities like they used to. The merger would mean more management to cull through already.

Assets sold to https://www.blondertongue.com/about-us/

Article from today

Srini purpose now clear? Just like John Legere, get merger done, get big payout.

Anyone have any insight? Are teams actively planning for layoffs?

Everyone is being asked to cut back on everything from coffee supplies, toilet paper, janitorial, repairs, etc. and it’s barely halfway into second quarter… what’s going on? We usually don’t see this until late in the year. Plus with the staffing cuts, it’s not making sense this early. Does anyone think this is for a DT merger?

Pittsburgh Public Theater announced the elimination of 11 staff positions on May 19. This decision follows the theater's board vote to merge with Pittsburgh Civic Light Opera. The merger is set to finalize in January 2027. Financial constraints and foregoing a traditional fall season necessitated the staffing changes. Former managing director Shaunda McDill's contract was also not renewed days prior.

Pittsburgh, Pennsylvania

https://www.americantheatre.org/2026/06/08/in-pittsburgh-a-partnership-leads-to-layoffs/

So I heard that we’re not retaining any non tenured Rosemont employees except for one of the Veeps. How is this a merger? Sounds more like a real estate transaction.

Kelly King and Bumbling Bill made an agreement when Gargamel took over that he wouldn’t remove the pension for 10 years. Not sure if that was the day of the merger or the day Gargamel took over. But the pension will cease to exist in way less than 10 years.

The CEO of UP told him to shove it. So the merger MIGHT not get approval.

https://share.google/YT6dQq4BsltYvjUwf

No doubt layoffs will happen. You can merge Yellow Shoes and The Hive and continue with redundant roles. D-mb move and just getting rid of more talent

IAPE 1096 confirmed Dow Jones is reducing staff. Editors were asked to volunteer for layoffs in a department merger. This merger aims to cut ten editorial positions by August. Additionally, 28 union positions in Technology departments will be eliminated. In total, 42 IAPE-represented employees are affected by these changes.

New York, New York

https://talkingbiznews.com/media-news/wsj-union-confirms-editors-asked-to-volunteer-for-layoffs/

Does anyone know why all of a sudden there is a huge divide between Gainwell and HMS? The messaging at first it was we are one company. These past couple of months it’s been shown we are NOT one and was verbally told to separate from them. You see it in their actions. W are treated like the red headed stepchild! We bring in so much money but we’re treated like we don’t even exist. They never wanted us and that’s okay. Does anyone know if we will be sold soon or the sudden direct change of heart? Is it time to move on?

Silence

All Cardiovascular OUs except PVH have been consolidated with others... Is MDT gearing up to sell the PVH business?

The Truist Championship did one thing for sure; it took money from raises, bonuses, and promotions. That is it. The rest is speculative and ignores the terrible work the executive leadership has done since the merger that undermines all of the claims.

As someone in EMEA in professional services (cyber security consulting) at Verizon, we're hearing a lot regarding the potential for certain business units to be sold off to BT to boost their capabilities. What you have you guys heard? In EMEA it was looking like a collective dismissal first, but now it's looking more and more likely that a sell off will take place instead.

What were these secret foscussions that caused a clash between a board member and AM? The discussions have been described as a “deal” and “sensitive negotiations” and “essential discussions”. The plot thickens. It could range anywhere from something relatively small to - dare I say it - a merger/buyout. Let the speculation begin.

Jamie will soon be our new boss after the acquisition. Will he be any better?

You have to understand that leadership rolls at Verizon are often essentially glorified IC positions. It’s a remnant of all the mergers and acquisitions that formed Verizon. There is not enough pay growth in actual IC positions here. There are not enough band 5 level IC positions. So IC’s take manager rolls simply because there are more of them. Then they get those rolls because of their performance or relationship’s established while being a decent IC. So the lack of quality people leaders is to be expected. The reality is you could collapse Senior Manager, Associate Director into one roll across the company and not miss a beat. I suspect you could even collapse Director into that single roll with little impact depending on the business unit.

Bumped from @aq+1kr3jr1wf.

Eventually top tier locations will be reduced and reserve replacement will become a priority. Probability that Oxy merges with another company in the next 2 years

I'd like to be gone before the merger-related bloodbath starts, but there seem to be no jobs available.

Terex plans to close its North Bend plant. This decision follows a recent company merger. Terex merged with REV Group. Up to 117 employees may face layoffs. The plant is located in North Bend, Washington.

North Bend, Washington

https://www.bizjournals.com/seattle/news/2026/05/26/terex-genie-rev-north-bend-washington-aerials.html

The amount of skeletons we are moving with is too much for the old and too cheap to quit the lease tiny quarters. Wait! That will be for the new owners to bear. Sails a Way buckaroos!

It’s that time again when we forecast and alter the future…
Will Shell acquire or consolidate with bp? Is Shell waiting for the Deepwater Horizon payments to become manageable?

https://www.ad-hoc-news.de/boerse/news/ueberblick/hewlett-packard-enterprise-stock-us42824c1099-ai-server-bo-m-and-dxc/69396981

What happens to ADM if it's not sold?