#operations

Lila Kate Trucking LLC filed for Chapter 11 bankruptcy protection on Friday. The Roanoke, Alabama-based carrier seeks to reorganize under Subchapter V. The company estimated assets and liabilities between $1 million and $10 million. Management stated operations will continue during the restructuring process. The bankruptcy court issued a notice of several filing deficiencies.

Roanoke, Alabama

https://www.freightwaves.com/news/alabama-family-owned-carrier-files-for-chapter-11-bankruptcy

BCG must be great sales people as they have no idea how to operate or run an energy business but we still listen to them and act on their recommendations. The Global Ops Reorganization will be an absolute clusterf. No body will know who’s doing what and mark my words, there will be a negative impact

What will Chevron do now that Trump is planning to restart ops offshore California?

Plans are in the works to decimate all disciplines within Operations. We will see if upper management goes through with it. Some cuts are inevitable, but the new plan seems a bit of overkill. Regardless, a bumpy ride is forecast.

Just joined the bank and surprised about how messy operation is.. This company is a sinking ship!

Give details. Optum is complex so we need more details than just "layoff 03/19"
Which departments? Which lines of business? Clinical or nonclincial? Operations, legal, HR, clinics?

If they are bringing back night crew AKA freight flow 100% . With more people and a manager where does that leave AM crew?

So after the multi phased layoff, re-orgs, I have a MD 3 layers up that does not understand the tech they are over. No shocker there, but they are making decisions that more than hamper operations. I can’t be specific naturally but let’s just say they are out of their depth.

It’s like “so you need nails to build a house, are you sure you can’t cut back on the number of nails used? or let’s try using half the nails, how about that?. If you aren’t sure if the structure can remain standing, then just build half of the house.”

That’s as close to an example I can give without jeopardizing my employment but you can see how odd and reckless this is. Now imagine trying to explain the folly of using half of the nails and\or building only half of the house and they just don’t get it.

What’s going on up in the north east?

Hearing that Chicago could be a hub. Anyone have any first hand info on it? Also is St.Louis still operational or completely gutted? I still see some folks there

Once certian projects are finished they will lay off the rest of that department and let L T I take over. Congrulations on working yourself out of a job. HR will mostly be replaced by a computer. Get used to talking to a machine.

Middle management will be gutted.

They won't be needed since LTI has their own management in place. Projects will be downsized further and support groups dismantled and/or gone. Operations you aren't safe. They are looking at you. Anyone who is of retirement age will be next. If you have several complaints in your file you will also be gone. There won't be anyone left at cpchem except for a few in corporate.

🌍 Citi strategic Technology & Operations sites — 2026

🇮🇳 India (largest global delivery backbone)

Cities: Mumbai, Pune, Chennai, Bengaluru, Hyderabad

Why strategic
• Citi’s largest engineering and operations workforce globally
• Core development for payments, markets tech, data platforms, risk, and regulatory reporting
• Major transformation programs (cloud migration, platform modernization)

👉 India remains Citi’s primary scale location for engineering + operations.

⸻

🇵🇱 Warsaw (major EU technology & ops hub)

Role
• Institutional banking technology
• Payments, securities services, and regulatory reporting
• Risk, data, and controls functions
• Strong shared services through Citi Handlowy

Why strategic
• EU regulatory presence + lower cost than Western Europe
• Deep engineering and quantitative talent pool
• Important resiliency location for London and Frankfurt teams

💡 Warsaw is one of Citi’s most important continental Europe T&O hubs.
This is especially relevant given you’re currently in Warsaw — Citi continues to hire heavily here for tech, data, and controls roles.

⸻

🇺🇸 Tampa (global operations powerhouse)

Role
• One of Citi’s biggest global operations centers
• AML, payments processing, client onboarding, reconciliation
• Increasing technology and automation engineering presence

Why strategic
• Scale + time zone coverage for Americas
• Critical resiliency site for New York

⸻

🇺🇸 Irving (Dallas) — transformation & tech control hub

Role
• Risk technology
• Data governance
• Enterprise transformation programs
• Regulatory remediation engineering

This site became extremely important during Citi’s consent-order remediation work.

⸻

🇲🇾 Kuala Lumpur (APAC shared services + tech)

Role
• Operations processing
• Finance and reporting platforms
• Growing engineering and automation teams

Why strategic
• Cost efficiency
• Strong multilingual operations capability

⸻

🇨🇳 Shanghai / Dalian (select technology delivery)
• Engineering and operations support for APAC platforms
• Some reduction and restructuring, but still important for regional delivery

⸻

🇭🇺 Budapest
• Finance operations
• Treasury and reporting platforms
• Increasing automation and data engineering footprint

⸻

🇲🇽 Mexico City (institutional ops & tech)
• Despite Banamex retail separation, institutional tech and ops remain
• Strong nearshore engineering for U.S. teams

⸻

🌐 Secondary but important T&O resiliency sites

These are smaller but strategically useful for redundancy:
• 🇵🇭 Manila — operations processing & client services
• 🇨🇷 Costa Rica — finance and reporting ops
• 🇵🇱 Olsztyn — operations and servicing (complements Warsaw)
• 🇮🇳 additional tier-2 Indian cities (expansion capacity)

So the Phoenix Sky Harbor site completely lost internet for more than 24 hrs. Had to bring Starlink terminals in order to keep the shop floor running. Anyone know what the heck happened?

When can we start outsourcing the mgmt of projects away from GP? Our LNG projects are a disaster and the VP is definitely part of the problem. Just like the VP (JP) several years ago.

What’s your thoughts? It’s hard enough to operate week to week with limited payroll, fixed activities, conference calls, the micromanaging and now we have CAC walks next week. I’m curious to see how thorough these walks actually are and what the overall company percentage of passing stores is.

Big layoff coming to the USA with high PIP targets and low PIP passing rates. OPERATIONS ROLES WILL BE HIT HARD but no groups will be spared. Time to look for next role and have a plan B

Seems for operations, they have to wait for the on site audits to complete and March membership numbers/projections since the end of the subsidies. They can’t show to regulators they are riffing people when we don’t meet TAT

I just heard the entire asset movement department in Operations in St Louis was displaced. Any truth to that?

What does DW have against employees operating assets? Are employees really that bad? Seems like they can’t give up operating assets fast enough.

• Guyana operated by not us
• Mozambique will be the same
• why not apply the same model to PNG?
• why not apply the same model to Permian?

What are your predictions for the type of changes we will see in July 1st?

A email was sent regarding a meeting that is supposedly coming up with the new Operations Senior Director. Per the email, the new Operations Senior Director wants to get “acquainted with our business”. Any ideas of on what this could mean? No date has been set for the meeting yet, just an email saying it will be soon.

Operations generally strive to perform well so the company will see the value they bring and not put them up for sale.
Kaparuk uses the strategy of performing poorly and constantly whining and complaining so no one will buy them and ConocoPhillips is stuck with this group of industry rejects

With the financials under pressure, Akash will look to reduce operating costs. What is his favorite knob to turn?

A large tire manufacturer is ceasing operations. The company's facility in Barnesville will close. Its manufacturing activities are coming to an end. This closure affects a significant tire producer. The Barnesville site will no longer be operational.

https://www.bizjournals.com/atlanta/news/2026/02/02/continental-tire-closes-barnesville-plant.html

I grew up in Midland and worked for Pioneer. I am watching with alarm as jobs are being shifted to Houston, Argentina, and India. It looks like the only jobs that will be left in Midland are operations. I am an engineer. Pioneer offered career growth and I could stay in Midland. Looks like that option is dead. Time to jump to a competitor and hope someone doesn’t buy them and do the same thing.

Howz ATLS VP OPS doing

What am I missing? I’ve always heard that a major integrated oil company needs chemicals as a hedge for low oil prices as that spread drives higher chemicals margins. I get that the European sites won’t benefit from this because of the cultural and policy insanity there destroying the framework for industrial profitability, but in the US Geismar is proving this point. Pennsylvania polymers has had the delays, cost overruns, flare issues, furnace blow up, emissions fines, community hatred but besides that it’s gone great. Deer Park has the most expensive ethylene on the gulf coast but at least they also had a major fire. Ok maybe I’ve answered my own question. I mean what lucky company wouldn’t want to buy up all this lol.

Most of what I’ve heard and read points to areas such as sales, marketing, operations, etc being impacted. How about analytics?

https://www.usbank.com/about-us-bank/news-and-stories/article-library/us-bancorp-announces-leadership-changes-in-its-operations-function.html

Chief Outsourcing Officer is retiring.

Centene's operations is complete chaos. It cannot get any worse. We have a Chief Operating Officer who is supposed to fix this. Why does Susan still have a job????
The blame does not lie just with Sarah. Next level leaders are equally responsible.

Is XOM starting to high grade and dispose challenged operating assets? 1000 wells struggling to produce 12000 bopd on a good day. Subsurface expecting substantial declines in production and limited appetite for further exploration and development

I heard they were layoffs in operations this month. Anyone have any information?

Sycamore does it differently. Tomorrows operations call will reveal the new structure

How did Rush go for everyone?
Not the best for us.

My direct supervisor told me theres a strong possibility that we could be working operations jobs February 1st. I dont want to be locked in the plant away from my family. I wasnt here in 2015. Any thoughts on how realistic this will be?

Talks on a previous thread of the MBA role absorbing OOM duties creating the new Operation Facility Manager role. Can anyone verify this? Another question is what happens in store with an MBA and SMM only? Do MBAs just take the ops portion from the SMM? Would the duties just be the combination of the two roles or are any other shift of responsibilities off of this role onto another?

Inside Sales gutted Many at in the Clover Product Engineering and Operations got whacked it’s a slow downward spiral

Wondering how many field ops and switch ops will be cut. more and more work to pile on those who remain.

Anyone know why Carmen are being trained to do mechanical outbounds, air brake departure test, and more? The only thing I can think of is that they are going to work on both cars and locomotives service and outbound departure test at their locations. Are other locations doing this al ready, if so. How is it working out?

Verizon’s Recent Outage Exposes a Deeper Problem: Treating Operations as a Cost Instead of an Asset

Verizon has long positioned itself as a leader in network reliability and resilience. However, the company’s most recent network outage has raised serious questions about internal priorities—particularly following Verizon’s decision to lay off approximately 13,000 employees last month, many of whom came from operations and technical organizations.

While Verizon has not officially attributed the outage to workforce reductions, the connection cannot be ignored by those familiar with large-scale telecommunications operations. Network outages are rarely caused by a single failure; they are the result of systemic conditions that develop over time. Staffing decisions—especially within operations—are one of those conditions.

Verizon’s Network Runs on People, Not Just Infrastructure

Telecom networks do not exist as static systems. They are living environments that require constant monitoring, tuning, and intervention. At Verizon, this responsibility falls primarily on operations teams—network operations engineers, field technicians, escalation specialists, and incident managers.

These teams are not peripheral to Verizon’s business. They are the business.

When experienced operations staff are reduced, remaining teams inherit:
• Larger spans of responsibility
• Slower response windows
• Reduced redundancy in expertise

Over time, this weakens the network’s ability to absorb and recover from disruptions.

The Overlooked Consequence of Verizon’s Layoffs: Talent Disengagement

The impact of Verizon’s layoffs did not end with the employees who were let go. Among those who remained—many of them high performers and subject-matter experts—a different effect emerged.

Fear.

Highly skilled operations professionals began reassessing their future:
• Some actively started searching for new roles
• Others secured positions elsewhere and left quietly
• Many stayed, but with divided attention and growing uncertainty

These are often the individuals who carry critical institutional knowledge—people who know how Verizon’s network behaves under stress, how legacy systems interact with newer platforms, and how to prevent minor issues from escalating into outages.

When these individuals become distracted or disengaged, network reliability suffers, even if headcount numbers appear sufficient on paper.

Operations at Verizon: Viewed as a Burden Instead of a Strategic Advantage

A broader issue underlies this situation. Like many large corporations, Verizon has increasingly treated operations as a financial burden rather than a strategic asset. Operations are often categorized as “non-revenue generating,” making them frequent targets during cost-cutting initiatives.

This mindset is fundamentally flawed.

At Verizon:
• Operations prevent revenue loss
• Operations protect brand trust
• Operations ensure service continuity for millions of customers

Without strong operations, every other investment—5G, fiber expansion, edge computing—rests on unstable ground.

Why Outages Become More Likely After Cuts

Network failures are rarely instantaneous consequences of layoffs. Instead, they emerge after:
• Knowledge gaps widen
• Response teams become understaffed
• Early warning signs go unnoticed
• Decision-making slows under pressure

By the time an outage occurs, the root cause is often months old.

For Verizon, the recent outage should not be viewed as an isolated technical event. It should be understood as a predictable outcome of deprioritizing operations.

A Critical Moment for Verizon

Verizon remains one of the most capable telecom companies in the world. But long-term reliability depends not just on technology investments—it depends on the people who design, operate, and protect the network every day.

If Verizon wants to uphold its reputation for reliability, it must reassess how it values operations—not as a cost to be minimized, but as a core asset to be strengthened.

Because in telecommunications, operations are not overhead.

They are the backbone