#restructuring

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Change was inevitable — and it's finally here

Investors had grown frustrated with Mark Barrenechea's ego-driven acquisitions that bloated OpenText, diluted focus, and buried the company in debt. His exit was overdue, and the board's failure to act sooner led to a loss of investor confidence. With new directors stepping in, the reset has finally begun.

Since the leadership change, the stock has rebounded roughly 13% and investor sentiment has shifted from scepticism to cautious optimism. The message is clear — the market believes a turnaround is possible.

The next CEO will have a mandate to streamline the portfolio, divest non-strategic businesses, and rebuild discipline. Expect a leaner structure, renewed focus on innovation and profitability, and tighter execution. AI-driven efficiency will help reduce costs, while those unwilling to adapt — or who feel entitled to a job rather than earning it — will be replaced.

OpenText's best days could still be ahead — smaller, sharper, and stronger than before.


Compiling Info on Structural Changes. What is everyone else hearing?

Naturally tons of rumors going around. Listing below things I have heard that I feel relatively confident in based on my sources.

  • IM & Planning combining. Potentially leading to middle management cuts?
  • A&A combing with another pyramid, likely home?
  • F&B and E&B combining.
  • L8+ have been told to relocate to Minneapolis. Already hearing some will not be returning to company.

General Numbers (from WSJ & internal)

  • 1,000 layoffs, 800 job posting eliminations
  • 80% of layoffs will come from US HQ
  • Leaders will have 3x impact vs individual contributors.
  • Would lead to estimated 600 leader layoffs, 200 ICs.

Hearing layoffs all the way from EVP down to L5. Top of pay range relative to level likely highest risk.

Assumptions are merch will be hit hardest, with likely impacts to planning as well as support roles for all functions.

Curious on the validity of all of these rumors. Like I said, I feel pretty confident in them but curious to what everyone else is hearing.


Risk org update: team restructuring and role reductions

Today, we're announcing a number of role reductions and a series of organizational changes within the Risk org. These decisions are difficult, and we recognize the impact they will have on valued colleagues and teams. I want to share what's changing and why.
WHY WE'RE MAKING THE CHANGES
• Over the past few years, we've invested in building more global technical controls and in standardizing our requirements and verifiers within Risk Review. We've made significant progress in how we approach risk management and compliance. By moving from bespoke, manual reviews to a more consistent and automated process, we've been able to deliver more accurate and reliable compliance outcomes across Meta. This standardization means that many routine decisions can now be handled efficiently by technology, freeing our teams to
•focus on the most complex and high-impact challenges. As a result, we don't need as many roles in some areas as we once did. Our work has matured, and we're at a point where we can operate more efficiently and effectively, while still upholding the highest standards for compliance.
• KEY CHANGES WE'RE MAKING:
• Reducing roles in Product Risk Program Manager, Shared Services and Global Security & Privacy (GSP) teams.
• Consolidating more Areas work in London, where we have strong leadership and engineering presence.
• Reorganizing GSP and integrating it with the Reg Readiness and DPO team, which we're renaming Regulatory Compliance Programs.
LOOKING AHEAD
We remain committed to delivering innovative products while meeting our regulatory

  • obligations. These changes do not alter our policies, standards for compliance, or legal responsibilities. Automation and technology. will continue to strengthen our compliance program, but human judgment will always play a crucial role in assessing novel and complex issues. This is a natural next step in our journey, and as our processes mature, our teams will be able to focus on the most challenging and high-impact work.
    We also know this is a hard day for many. Our priority is to support impacted employees and help them find new opportunities, within Meta or beyond. We are equipping managers and team leaders with resources to support their teams, and we will continue to communicate openly as we move through this transition. We are grateful for the contributions of everyone affected and remain committed to supporting you through this change.

Little birdie told me mass layoffs coming

There will be announced mass layoffs and consolidation plans within a week from now. Underperforming BUs will be restructured or sold and 1000’s will be laid off across the enterprise.

This is first roll out of changes due to Elliott Managment,

Thank you Geoff Martha! Elliott management would have never bought into MDT if you never took over the CEO spot! Enjoy your huge parachute package.


Overdue Cleanse

Existing operating model was developed after covid when they acquired a company. ConocoPhillips was a great company before but that 4 to 1 ratio in the Permian, compromised the core.

The need to liquidate the artesia New Mexico office and part of Midland office has been conversation for 4 years. That shift will align with SPIRIT values.

Corporate finally confirmed that vendors have to pay to play. Hang on to your cowboy hats, it's going to get bumpy!


Anyone else feel like the hammer is about to come down?

It has been eerily quiet for far too long. There were some changes in the beginning of the year. Other tech companies have been making sweeping changes and layoffs all throughout the year. It has been quiet around here. I feel there will be restructuring or layoffs soon. Do you?


HP/Poly

HP/Poly is undergoing a significant restructuring, resulting in extensive layoffs that notably affect senior and higher-compensated roles. This strategic shift carries a substantial risk of eroding trust with key customers, partners, and channel stakeholders, potentially impacting Poly's market position and service delivery.


ExxonMobil CEO issues stern warning to employees

The energy giant is undergoing a major change.

ExxonMobil has had a problem over the past few months. The oil and gas giant has seen a drastic downturn in energy prices, which has wiped hundreds of millions of dollars off its bottom line.

Year-to-date returns for crude oil:
West Texas Intermediate Crude Oil: -10%.
Brent Crude Oil: -12.4%.

The declines have put ExxonMobil under Wall Street’s microscope, prompting management to make significant changes affecting workers.

The company is restructuring and will lay off 3% to 4% of its employees. While it doesn’t have a return-to-office policy, it plans to close smaller offices to consolidate its footprint, affecting where many remaining employees do their work.

“The changes we’ve announced today will further strengthen our advantages and grow the gap with our competition, helping to keep us in the lead for decades to come,” said CEO Darren Woods in a memo to employees.

ExxonMobil makes drastic changes amid downturn
Woods has been at the helm of ExxonMobil (XOM) since 2017, so he’s seen some tough periods, including the oil-price collapse during Covid.

The company is far from dealing with a Covid-era hit to sales and profit. Still, regulatory shifts provide the perfect rationale for its restructuring, particularly in the European Union.

The passage of the EU’s corporate sustainability due diligence directive last year has drawn sharp criticism from Woods. The law mandates that companies address environmental and human rights problems lurking within supply chains or risk a 5% fine on global sales.

Regulations in the EU are more burdensome than in other parts of the world and drive up costs, making it more difficult to compete.

“The business and regulatory environment in Europe is challenging and this transformation will help us compete into the future,” said ExxonMobil Europe President Philippe Ducom in a statement regarding the changes.

Woods told Reuters in mid-September that Europe’s law could lead U.S. companies to exit the EU. The company had already paused a planned investment of 100 million euros ($117.4 million) before announcing its restructuring.

In Europe, ExxonMobil will close smaller offices and consolidate workers within a new office at its Antwerp refinery in Belgium.

We plan to bring the majority of our office and home-based employees together at or closer to our manufacturing sites in the region (including, for example, in Germany and Italy) and we intend to close a number of smaller offices in the region.

ExxonMobil says 1,200 workers “across the EU and Norway” will be let go by the end of 2027. It labeled 600 of those jobs redundant; a common problem in sprawling multinational companies like ExxonMobil.

The company is also making changes in Canada at Imperial Oil Ltd.

ExxonMobil owns nearly 70% of Imperial Oil, and on Sept. 29 it said it would eliminate 20% of its workers and consolidate many remaining employees outside of Calgary.

Imperial Oil employed roughly 5,100 workers at the end of 2024, and management estimates the move will save more than $150 million annually.

“The changes are designed to fully leverage globally available expertise to maximize the benefits of current technology and accelerate the cost-effective deployment of new technologies,” said Imperial Oil.

Hardly the first change at ExxonMobil under its CEO
The changes will eliminate about 2,000 jobs, representing more than 3% of ExxonMobil’s workforce.

ExxonMobil facts at a glance:
Q2 Sales and Operating Revenue: $79.5 billion, down 12% from nearly $90 billion a year earlier
Q2 Earnings: $7.08 billion, down 23% from $9.24 billion
Q2 Earnings Per Share: $1.64, down 23% from $2.14
Employees: 61,000

These are hardly the first layoffs made by the company or CEO Woods. The workforce was 84,000 in 2010, so the latest changes will mean that about 23,000 jobs have been cut over the past 15 years.

ExxonMobil noted the savings from its most recent actions in its second-quarter earnings release:

Since 2019, the company has delivered $13.5 billion of cumulative Structural Cost Savings, more than all cost savings reported by other [international oil companies] combined. The company expects to deliver $18 billion of cumulative savings through the end of 2030 versus 2019, also exceeding the total targets disclosed by other IOCs.

Those are significant savings, and ExxonMobil isn’t alone. Major international rivals have also announced workforce reductions.

Chevron in February announced plans to lay off as much as 20% of its workforce, while ConocoPhillips in September said it planned to cut 20% to 25% of its workers.

https://www.thestreet.com/employment/exxonmobil-ceo-quietly-issues-stern-warning-to-employees


GM takes $1.6 billion charge as it scales back electric-vehicle push. The outcome, lots and I mean lots of GM D-bags are going to be laid-off

GM hits an electric speed bump
General Motors just announced a $1.6 billion charge tied to its electric vehicle plans. The company said it is adjusting production after the $7,500 federal EV tax credit ended on September 30, 2025.

This move marks a significant turning point for GM, which had previously promised to go all-electric by 2035. Instead of racing ahead, the automaker is easing off the accelerator to better match market realities and protect profits amid changing policies and shifting consumer demand.

The end of a powerful incentive
For years, the $7,500 federal EV tax credit has helped convince thousands of drivers to switch from gasoline to electric vehicles. GM and other automakers said the abrupt end of the credit sharply reduced incentives for many buyers.

Without the discount, electric cars suddenly became harder to afford, especially since prices remain higher than those of gas-powered vehicles. GM and other automakers are now feeling the pressure as demand slows, illustrating how significantly government policy can influence consumer choices.

Breaking down GM’s $1.6B hit
The $1.6 billion charge includes a $1.2 billion non-cash impairment linked to factory adjustments and $400 million for contract cancellations and commercial settlements.

GM says this financial hit reflects lower EV production plans and revised capacity expectations. GM stated that the charge will not impact vehicles currently in production, while also noting that further charges may be imposed as it reassesses capacity and investments.

A tough message to investors
In its filing, GM admitted it now expects EV adoption to slow due to weaker incentives and new government rules. That’s a big shift from earlier optimism.

While some investors were surprised, GM’s transparency reassured Wall Street that it was facing the problem early. By managing expectations now, the company hopes to stabilize its future and maintain confidence in its overall direction.

Policy shake-up changes the game
Recent U.S. policy moves, including the expiration of EV purchase and lease credits and easing of tailpipe rules, have altered automakers’ planning assumptions. Many had invested heavily in electric technology, expecting strong policy support.

For GM, those investments no longer align with current conditions. The company must now balance its electric ambitions with the financial reality of a market that’s temporarily shifting back toward hybrids and fuel-efficient gas cars.

Industry feels the slowdown ripple
GM isn’t alone in its EV troubles. Analysts expect Q4 EV demand to soften after the credit expired; early October commentary cites elevated dealer inventories and a likely pullback from September’s surge.

In the U.S. and other markets, buyers rushed to claim incentives in September, resulting in a sharp, short-term spike in EV purchases before the credits expired. However, by October, the sales surge had faded, leaving factories and dealerships to adjust to a more cautious consumer base and softer demand.

Adjusting production plans again
GM said its Board’s Audit Committee approved $1.6 billion in charges tied to an EV capacity realignment. The company is scaling back EV capacity at some plants.

Instead of building new factories dedicated only to electric vehicles, GM plans to create flexible facilities that can produce both gas and electric models. It’s a more cautious approach to avoid overproduction during uncertain times.

From big wet dreams to tough decisions
Just a few years ago, GM promised to invest $35 billion in electric and self-driving technology. That plan included dozens of new models and converted plants.

Now, those dreams are meeting a harsh reality. The company is pausing certain projects, reworking schedules, and focusing on what sells today, not just what might sell a decade from now. It’s a pragmatic shift toward sustainability over speed.

Dealers face slower EV sales
GM and Ford initially explored lease structures to preserve a $7,500 benefit, but both reversed course after the credit expired.

Now, dealers are facing slower traffic and an increasing number of unsold electric vehicles on their lots. Many are shifting back to promoting gas and hybrid models, which are moving faster and require less investment in new equipment or training.

Analysts see more to come
Experts believe GM’s charge might be just the start of a broader trend across the industry. Automakers that invested heavily in EVs are now reevaluating their books.

Analysts broadly expect more write-downs and delayed EV projects as companies reassess demand and incentives. As the market recalibrates, expect more financial write-downs and slower rollouts of high-cost EV projects in the coming quarters.

Automakers brace for tough years
Industry analysts expect more billion-dollar write-downs in the near future as companies recalibrate their electric ambitions. It’s a difficult adjustment after years of rapid EV investment.

Automakers are now focusing on improving efficiency, strengthening hybrid offerings, and managing production costs. These are survival moves designed to weather policy shifts and prepare for the next big push in clean transportation.

Want to get the best fuel economy from your hybrid?

GM’s electric road isn’t ending
Despite the setback, GM remains committed to an electric future. The company says it’s only adjusting speed, not direction, to stay aligned with real market demand.

The next few years will be characterized by smarter investments, better timing, and more affordable technology. GM’s long-term goal of going fully electric remains, but for now, the road there just got a little bumpier.


Next week is going to be life-changing

Next week is going to be a whole different world in the office and in many people's personal lives. Thousands of colleagues (any maybe you) gone. New bosses and teams to navigate. Cancelled projects. Empty desks. End of a long era at an old-school studio finally coming to an end. Good luck, all.


According to Claude

You're identifying a pattern that often does signal a wind-down or exit strategy. Let me think through what these elements typically indicate:

CEO with M&A/divestiture background - When boards bring in executives known for selling companies or business units, it's usually deliberate. They're hiring for a specific skill set.

Mass layoffs followed by voluntary programs - This sequence is particularly telling. Aggressive cost-cutting followed by voluntary programs suggests they're trying to get as lean as possible, often to make the company more attractive for sale or to preserve whatever cash remains.

The combination - When you see these together, it often means:

  • Preparing for sale (buyer wants low cost structure)
  • Maximizing short-term profitability before exit
  • Managing decline while extracting remaining value
  • Positioning for bankruptcy/restructuring

However, there are some scenarios where this isn't an exit:

  • Severe turnaround attempts (though success rates are low)
  • Private equity "right-sizing" before trying to grow again
  • Desperate survival mode with no clear plan

But you're right to be skeptical. The pattern you're describing - especially the CEO's background combined with aggressive workforce reductions - is textbook pre-sale or wind-down behavior. Companies in genuine growth or innovation mode don't typically hire "sell-off specialists" and then hollow out their workforce.

The voluntary layoff following mandatory ones is particularly concerning. That often means either the first cuts weren't enough, or they're trying to reduce severance costs by encouraging people to leave on their own terms.

Is this hitting close to home for you or someone you know?


According to GROK

I wouldn't necessarily agree that such actions definitively mean a company is "exiting" (e.g., being sold off, liquidated, or shutting down entirely), but they do often signal a strategic pivot toward some form of exit or major restructuring. Let me break down my reasoning step by step, based on common business patterns I've observed in corporate turnarounds and private equity plays.

### 1. Hiring a CEO with a Track Record of Selling Companies

  • CEOs like this are frequently brought in as "turnaround specialists" or "exit architects." Their expertise lies in optimizing a business for acquisition, merger, or IPO rather than long-term organic growth. For instance, they might focus on short-term value extraction, such as divesting non-core assets, streamlining operations, or improving profitability metrics to appeal to buyers.
  • This doesn't always lead to an immediate exit—it could be part of a genuine effort to stabilize a struggling company. However, in mature or distressed firms (e.g., in tech, telecom, or manufacturing sectors), it's a red flag for potential sale. Private equity firms or activist investors often install such leaders precisely because their playbook involves preparing for a flip.

### 2. Mass Layoffs Followed by Voluntary Layoffs

  • Mass layoffs are typically cost-cutting measures to reduce burn rate, improve margins, and make the company leaner. In the context of a new CEO with an exit-oriented background, this can be about "rightsizing" the workforce to boost EBITDA (earnings before interest, taxes, depreciation, and amortization), which is a key metric buyers scrutinize.
  • Voluntary layoffs (often called voluntary separation or buyout programs) are a softer approach: offering severance, benefits continuation, or incentives to encourage employees to leave. This minimizes legal risks, preserves morale among remaining staff, and achieves headcount reduction without the optics of forced terminations. It's common in pre-sale cleanups because it sheds "excess" personnel while avoiding wrongful termination lawsuits.
  • Together, these steps can indicate distress (e.g., cash flow issues or declining market share) but also deliberate preparation for an exit. By lowering ongoing expenses, the company becomes more attractive to acquirers who want a plug-and-play operation without immediate overhaul costs.

### 3. Does This Always Mean an Exit?

  • Not necessarily. Some companies use this playbook for survival and rebirth. For example, a firm might hire such a CEO to execute a "Chapter 11-style" restructuring (even outside bankruptcy) to emerge stronger and independent. Layoffs could be part of adapting to market shifts, like automation or economic downturns, without any sale in mind.
  • But often, yes—it leans toward exit. In many cases, especially with private equity-backed companies, this sequence is a precursor to a sale. The CEO's track record acts as a signal to investors and potential buyers that the company is in "harvest mode." Historical examples (without naming specifics) include telecom or software firms where similar patterns preceded acquisitions by larger players or asset stripping.
  • Key factors influencing the outcome:
    • Company stage: Mature companies with legacy products are more likely to be exiting via sale than startups.
    • Market conditions: In a buyer's market (e.g., during economic booms), this setup facilitates quick flips. In recessions, it might just be belt-tightening.
    • Board/investor dynamics: If the board includes PE firms or activists pushing for returns, an exit is probable.

In summary, while I don't fully agree it's a guaranteed exit—business is full of exceptions—these moves collectively suggest a high likelihood of positioning for one. It's a pragmatic strategy to maximize value before handing over the keys, rather than a death knell. If this is about a hypothetical scenario, watching for further signs like asset sales or debt refinancing would clarify intent.


Molson Coors to Eliminate 400 Jobs By End of December

Molson Coors Beverage Company will eliminate around 400 salaried positions across its Americas business unit by the end of December, the company announced today in a Form 8-K filed with the U.S. Securities and Exchange Commission.

https://www.brewbound.com/news/molson-coors-to-eliminate-400-jobs-by-end-of-december


What will the "difficult decisions" be?

I am thinking that all functions will be outsourced except those that are required to keep the network running and some bean counters. Eliminate overhead by eliminating headcount, make all stores reseller locations, no inventory carrying costs (already in progress), shut down real estate, outsource wireline techs, eliminate internals sales and offer a commission based structure to external companies selling on our network. Oh, and free up billions by not being involved in Formula 1, which is only around because Lowell liked race cars and execs like the VIP treatment at races around the world.

This is not going to be a regular rearrangement of deck chairs, something big is coming and I imagine it is not specific to VZ. Other Telco's will need to do the same thing as the wireless bo-m is over and our industry is now nothing more than people jumping from provider to provider to get free phones when their contract is up.


This company sounds like global payments

I am from legacy tsys which global payments ripped apart after acquiring and got rid of alot of americans to give the jobs offshore. This company is about to take over tsys issuing which global payments su-ked dry and is now dumping. From reading these threads, I now have little hope for my friends who are there. They are all hoping the transitions would be positive.


2026 Restructuring Plan are “Implied Layoffs: ~10,000 – 20,000 employees

fun fun......

Restructuring Budget (FY 2026): Up to $1.6 billion
Implied Layoffs: ~10,000 – 20,000 employees (depending on mix of roles and regions)
Early FY 2026 confirmed layoffs: ≈ 3,000 – 5,000 publicly reported so far

Remaining reductions likely spread through late 2025 and 2026 as part of Oracle’s AI-driven reorganization and cost optimization efforts.


Jefferson Health laying off roughly 650 employees

It’s also not too far off from closing its major acquisition of Lehigh Valley Health Network, back in August 2024, the latest in a decade-long stream of merger deals that swelled the organization to 32 hospitals. Jefferson had already cut 171 workers in January by outsourcing several back-office functions after the merger, and before, it that had cut around 400 as part of a 2023 restructuring.

https://www.fiercehealthcare.com/providers/jefferson-health-laying-roughly-650-employees-amid-significant-financial-headwinds


Nestlé to Slash 16,000 Jobs as New CEO Speeds Up Turnaround

The job reductions, amounting to about 6% of the workforce, will occur over the next two years, the maker of Nespresso coffee capsules and KitKat candy bars said Thursday. The jobs announcement came alongside a 4.3% rise in third-quarter sales, driven by higher prices and improved real internal growth — a key measure of volumes closely watched by analysts and investors.

https://finance.yahoo.com/news/nestl-shares-soar-sales-rebound-071714788.html


This is bad news

Better tighten those seatbelts folks, because sudden CFO exit is always a red flag for costs and strategy changes. CFO departures always raise questions about future capital plans, which may pressure management to cut costs, restructure teams, or slow projects that affect jobs. In other words, we're sc--wed. This will especially affect those in finance, project controls, or field roles, so make sure you prepare for the worst.


You know it's bad if NASA is laying people off

NASA's Jet Propulsion Laboratory said on Monday it will cut nearly 550 jobs as part of a restructuring, not related to the current U.S. government shutdown.
JPL is NASA's only federally funded research and development center. It designed, built and operated all five of the successful rovers sent so far to the surface of Mars.

https://www.reuters.com/business/world-at-work/nasas-jet-propulsion-unit-lay-off-about-550-workers-2025-10-13/