#restructuring

What’s your reaction the the big SLT restructuring email?

Any news on the change for R2B? Heard it going to change from retail into office?

A significant layoff is expected soon on the retail side. I’ve heard from a source that leadership plans to convert up to 90% of corporate locations to indirect locations by the end of the summer.

No hikes in near future. AI assisted coding but results in work extension. Where is motivation, everyone has limit. But I feel they will put on track with structured layoffs.
Don't know when, hearing ratings gathered, restructuring in progress. Anytime soon in couple of months

Between company cutting costs, restructuring, and all the AI talks.
And yes, bonus week...let's discuss!

AES has been acquired by BlackRock and will become a private company as part of the consortium. As a result, corporate policies and governance frameworks are expected to be reviewed and revised to align with the new ownership structure.

The existing severance or “poison pill” arrangements will apply only to Senior Leadership Team (SLT) members. Regular employees affected by the acquisition may not have the same level of defined protection, and further clarity will be needed regarding transition support.

The service organization is expected to undergo restructuring and may potentially be dismantled in order to drive efficiencies and leverage the holding company’s existing processes and infrastructure.

Operational independence will be established, with each entity managed individually under the new structure.

As a private company, AES will no longer be subject to public company reporting requirements. Financial management and oversight will operate under a different governance model, with reduced regulatory burden and streamlined processes compared to public market standards.

Let’s be real about why all support organizations are being moved under Vistance Networks: it’s to grease the wheels for selling off Ruckus and ANS.

By stripping IT, Finance, and HR out of the main entities, they’re effectively lowering the operating costs of the units they want to sell. Any buyer is going to have their own support infrastructure already in place; they don’t want our overhead. This move allows a buyer to "plug and play" the core business without the messy optics of immediate mass layoffs post-acquisition.

If you’ve been through a merger before, you know support staff are always the first to go. This restructuring just handles the "trimming" ahead of time to make the balance sheets look prettier for a handoff.

Bumping from @24p+1kgszbyzr.

Does anyone know how many people have been cut total? How many more to go before this "restructuring" is done? Are we done or not? I just want a date when I can stop being terrified every morning.

Layoffs were minimal and fairly non-existent this month which is not normal considering the previous 5 years. YAY! Well, Mavrick is officially rolling out in May and from what I've heard, a LARGE portion of those NDA workers are scheduled to be let go, along with a hefty amount in ISG/CSG and IT as well.

Obviously I don't know for fact here but, one of my sr directors mentioned this the other day in our 1x1 but pointed out that ISG/CSG and a good portion of MAV folks are planned to be let go. In his own words "it's gonna be bad."

Big changes in TA happening starting March. Is this going to lead to more layoffs? Looks like it's mostly about managers?

Citibank (Citi) has filed WARN notices in New Jersey regarding layoffs affecting 141 employees in early 2026, with separations occurring between May 21 and June 14, 2026, as part of a broader restructuring and AI automation strategy. These cuts are part of a 10% global workforce reduction and follow previous workforce reductions.
Key Details for Citi 2026 NJ Layoffs:
Total Affected: 141 employees.
Locations: Primarily impacted in New Jersey, including positions in Jersey City.
Dates: Separations are scheduled for May 21, May 27, June 2, June 6, June 7, and June 14, 2026.

Has anyone heard of nts and abfs techs splitting up again

So the HR management call happened about the upcoming pay and performance week and some interesting but not shocking news. Apparently, with the restructuring in the career architecture and demoting everyone to lower titles, this also includes new lower pay scale bands for those titles and roles. So if you were a person who was previously in a role that now has been artificially demoted with a new salary band that is lower than your current salary, you will not be eligible for a merit pay increase because you’re outside the band for your new title. Just another way to squeeze people and not reward them for good performance. Comment on this if this turns out to be true next week.

Are we going to see similar restructuring here shortly?

Anybody hear any news on restructuring in the UK?

Estee Lauder is laying off 68 employees at its Blaine facility. These cuts affect the distribution and warehouse operation. The layoffs are permanent and will occur between April and June. Affected positions include warehouse and order processing associates. This action is part of a larger company restructuring plan.

https://www.startribune.com/estee-lauder-aveda-blaine-job-cuts/601588488

Macy's announced plans to eliminate 79 jobs across New Jersey. These layoffs will affect employees in fragrance, fine jewelry, and cosmetic sales. Cosmetic beauty merchandisers and brand experts are also impacted by the cuts. This action is part of the company's ongoing restructuring and turnaround program. Macy's is offering severance and transition support to affected staff.

https://www.courierpostonline.com/story/money/business/2026/02/26/macys-layoffs-nj-fragrance-cosmetics-new-jersey-stores-cherry-hill-deptford-mays-landing-mall/88860828007/

As we just had layoffs the other day, do we expect to have layoffs in another three months? There’s a rumor of restructuring at the end of may which would coincide with this. Anyone else heard of this?

It's been relentless, too much stress for way too long. At this rate, we'll all be wrecked by the time it's done. I wish they'd just ripped the bandage off in one go. Finding out bad news immediately hurts less than endless uncertainty. My heart goes out to the Blaine people, but at least they have answers. I truly wish them the best of luck finding good jobs.

If I was running a company, I too would just spend the majority of the time, shifting people around re-organizing restructuring the departments and hope eventually we would make money

I wouldn’t worry about the role responsibility confusion or ramp up time to get everybody knowledgeable about what they need to do I would just keep on shiftin

DraftKings announced job reductions. The company is reorganizing some teams. The reorganization aligns staff with priorities. The Boston-based company did not disclose the number of affected jobs. DraftKings will move its office next year.

https://cdcgaming.com/brief/draftkings-cutting-jobs-in-layoffs-and-reorganization/

🌍 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)

Fitch Ratings upgraded Avaya's Long-Term Issuer Default Rating (IDR) to 'B-' from 'CCC+' and its first-lien term loan to 'B+' (RR2) in November 2025, driven by a stable outlook, successful post-bankruptcy financial restructuring, improved profitability, and a reduced debt burden

In a move that underscores the continued volatility of the American retail pharmacy landscape, the newly private Walgreens Boots Alliance has announced a significant expansion of its workforce reductions and a finalized timeline for its massive store closure initiative. Under the leadership of the private equity firm Sycamore Partners, which completed a landmark $10 billion acquisition of the company in August 2025, Walgreens is slashing hundreds of additional corporate roles and shuttering a major distribution hub as it battles the systemic pressures that have already claimed several of its former peers.

https://markets.financialcontent.com/sandiego/article/marketminute-2026-2-23-walgreens-accelerates-restructuring-as-sycamore-partners-intensifies-store-closures-and-corporate-layoffs

I work in optum insight. I was moved to new team due to a restructure last year.
3 other people on the team have a job title that is 1 above, so they are eligible for bonus and I am not, along with 2 others.
This means we all work very similar roles, with now more pressure due to layoffs, and I get a 1.5% raise and no RRP due to my level, while they get 5k or more bonuses plus possible merit and a bigger base salary.

Why would I ever work hard when 3 other people are getting bonuses while me and others are not? For almost identical work. It would be different if they did a different job, but with the restructuring, our jobs are basically the same now with the same goals and metrics.
I am at the point of being extremely bitter.
Someone make this make sense at all.

2 DCO position's eliminated. Constant reduction and restructuring. Have has several immediate teammates eliminated as well.

Word on the streets is that they’re going to be “restructuring” my department. Anybody on here have that happen to them? Just trying to prepare myself for anything.

Qualcomm needs a comprehensive organizational restructuring to stay competitive in the rapidly evolving semiconductor industry. The company should streamline its structure, reduce layers of management, and build a leaner, faster decision-making organization. This may require a workforce reduction of around 30%, particularly focusing on eliminating unproductive senior and staff engineers who are sitting there for years, and aligning and recruiting new graduate talents with future growth areas.

The leadership team must be refreshed with a forward-looking CEO who deeply understands the future of semiconductors including AI acceleration, edge computing, advanced node design, chiplet architectures, automotive platforms, and custom silicon. The new strategy should prioritize innovation speed, stronger execution discipline, and accountability at all levels.

Key additional priorities should include:
Reducing bureaucratic overhead and simplifying reporting structures
Investing aggressively in AI-driven chip design and next-generation architectures
Strengthening partnerships in automotive, IoT, and data center markets
Improving cost discipline and capital allocation efficiency
Retaining and rewarding high-performing engineers while upskilling talent in critical future technologies
Encouraging an ownership-driven, performance-based culture

A leaner, technology-focused, and execution-oriented Qualcomm can regain stronger market leadership and shareholder confidence.

Hey, its me. The person with almost a decade of experience at your company that you laid off Thursday. Its okay, though. I knew. I knew before you knew because I know this company better than you. I've been on the ground floor while you've been on the golf course.

The company has changed. Have you even been around long enough to witness it? Im not talking about the missing "snack budget" or lack of team outings. I thought it was bad when talented people were leaving years ago. In the last year its gotten much worse than that.

Pay closer attention! Are you listening? Do you hear the tension in the meetings? The crackling of constant fires consuming your teams? Endless "Priority" and "No budget for that" rings in your ear like tinnitis.

There is a collective amnesia worsening as the brain drain sets in. Teams start to make the same mistakes that have been made before because there is nobody around who was there the last time it was tried or failed. So they have the same conversations, but this time nobody is left who is brave enough to speak the "quiet part" out loud for fear of "being next". The wrong choice is made this time.

But you're managing how many teams now? Did you even notice? Did you see how the work is rubber stamped before being sent to production? The person who actually took the time to thanklessly review it is gone. They won't be patiently fixing or correcting the HIH hire's issues either.

But thats okay because of AI, right? That'll make up for the skill shortage? And the severe understaffing? A trillion dollars has been invested in it! All the world's digital data fed into it! Its "the future" and "inevitable" or so they say. Uh oh, you ignored that silly SME (subject matter expert) who could actually tell the AI was hallucinating? Don't worry, that SME is gone now! You no longer have to hear about how they had to scrap the AI's work because it was "worse than a junior intern" or "if a human had broken the project this bad they would be fired". You can't even fire the AI because YOUR manager would fire you!

I could go on, but let's be honest: they dont pay you to read, think, or care. Your job is to get the CEO rich by helping pump that stock by any reckless means possible. Too bad its failing. Even with stock buybacks, outsourcing, layoffs, etc. Im sure you're safe, Mr. "Top Dog". What's that? An org restructuring is happening? ...HR would like you to read this prompt to yourself. Thank you for your service to the company.

Due to restructuring in Ortho, aka giving all the jobs over seas to Costa Rica, all the TX design team, clinical advisors, DC and FMQC, US based employees, are being laid off effective in March. Hard to say official numbers but it's upwards of 40 people. Many were here since clarity alligners started nearly 10 years ago. Pretty sc-mmy way to save a few bucks the day after they announced 1 Billion dollars for stock buy back.

Dear Blackbaud,

We are writing as a collective group of Blackbaud employees in response to Mike Gianoni‘s message regarding the next phase of the Workforce Strategy.

While the message states that the workforce will not shrink overall, it clearly acknowledges that valued colleagues will be made redundant over the next 24 months. For those directly affected, and for those remaining, this distinction offers limited reassurance. A strategy framed around growth does not lessen the reality of job losses, role displacement, or the anxiety created by prolonged uncertainty.

The expansion of roles in India and the use of AI as a driver of saving costs is simply unacceptable.

If this strategy is truly about shifting capabilities rather than shrinking Blackbaud, then we believe the following commitments are essential:
1.A clear retraining and reskilling guarantee for impacted employees before redundancies are considered
2.Transparent criteria for role evaluation and location decisions

1. We demand a fair and equitable severance package for all impacted employees that reflects their service, contribution, and the disruption caused by these decisions.
   4.We demand that employees with outstanding vesting shares retain their full equity entitlements, with no forfeiture as a result of redundancy.

Given the erosion of trust and the uncertainty created by these decisions, we respectfully ask Mike Gianoni to consider resigning to allow for leadership better aligned with the values and stability employees expect. We are asking leadership to work with employees, not simply inform them.

We remain committed to Blackbaud and to our customers. We are equally committed to protecting our colleagues and ensuring that this transition is handled with integrity, transparency, and fairness.

Should leadership fail to engage transparently and address these concerns, we will begin organizing collectively and will consider industrial action

We look forward to meaningful dialogue.

Shares of Gemini dropped over 14%. Three senior executives are departing the company. This includes the Chief Operating Officer, Chief Financial Officer, and Chief Legal Officer. These changes are part of a broader restructuring effort. The company also reduced its global workforce by 25% and scaled back foreign operations.

https://coinpaper.com/14699/gemi-stock-forecast-crypto-exchange-gemini-layoffs-trigger-15-decline

Sabre’s operational trajectory reveals a profound leadership failure to translate a $323 million five-year investment in software development into genuine innovation, as these funds have served primarily as defensive "keep-the-lights-on" expenditure rather than a catalyst for non-linear revenue or structural cost efficiency. This stagnation is starkly evidenced by an efficiency paradox where the company shed 38% of its workforce—collapsing from approximately 7,500 employees in 2022 to 4,650 in 2025—while simultaneously handling 21% higher booking volumes, exposing a staggering level of historical dead weight and persistent resource mismanagement. The reality is that Sabre’s "transformation" is fueled not by software-driven productivity, but by an aggressive cycle of layoffs; nearly 100% of the $70 million in technology expense reductions in 2025 came from labor and professional service cuts, while cloud migration contributed a mere $18 million in hosting savings. With leadership planning to sink another $65 million into restructuring and further layoffs for 2026, it is clear the primary strategy remains shrinking for survival, confirming that half a decade of massive capital outlays has yielded no meaningful innovation-driven value or digital scale for the enterprise.

Roche is currently undergoing a significant global restructuring of its Roche Digital Technology (RDT) organization (former Roche global IT). Under the leadership of Wafaa Mamili, the company is centralizing operations through a new technology hub in Hyderabad, India. While total headcount is projected to grow globally, this strategy involves substantial workforce reductions at key sites, including Basel, Mississauga, South San Francisco, Mannheim, Costa Rica and more.
These transitions, which also include the departure of high-level and high-performing specialists and long-term contributors, are expected to continue throughout 2026 in accordance with local labor regulations and social plans. It may no longer be a "great place to work" especially for IT specialists.

“Lenovo is restructuring its Infrastructure Solutions Group (ISG) to sharpen its focus on AI server, storage, and edge computing, driven by a $285 million charge in Q3 FY25/26. This initiative aims to improve profitability, accelerate AI growth, and reduce annual costs by over $200 million within three years”…$200 mil in cost reduction over three years means a whole lot of us are going bye-bye.

With decisions centralising and more governance and finance leadership coming in, what outcomes have people seen in similar situations — tighter oversight only, portfolio moves, or does this usually end in restructuring and layoffs?

Kuehne+Nagel Inc. is implementing significant restructuring, including closing its Locust Grove, Georgia facility around March 31, 2026, which impacts 153 employees. This is part of a global cost-cutting program aimed at reducing 1,000 to 1,500 roles (announced late 2025) to combat weak freight demand, overcapacity, and margin pressure.

• The Jefferson County Board of Education approved central office restructuring in a 5-2 vote Feb. 13
• Superintendent Brian Yearwood’s plan aims to address a $188 million deficit and cut about $43 million from the central office
• The vote eliminates 648 positions, creates 254 positions and reclassifies 19 positions, with some roles centralized across the district
• The board expects further budget actions in March and plans to adopt a tentative budget in May

https://spectrumnews1.com/ky/lexington/news/2026/02/14/jcps--board-approves-classroom-cuts--central-office-restructuring

I’m just going to say it.

There’s talk about job changes and possible layoffs on the 19th, and the sudden shift in communication lately doesn’t feel normal. When leadership starts moving differently, there’s always a reason.

So I’ll ask what others may be thinking but aren’t saying — what do you know?

Have you seen the signs before? The random one-on-ones, increased leadership visibility, vague messaging, restructuring language, or sudden urgency?

For those who have been laid off before, what were the red flags you ignored — or only understood after the fact?

Let’s be honest. Companies rarely warn you. They reposition, they stay quiet, and then they act.

This isn’t about spreading rumors. It’s about recognizing patterns and being prepared instead of blindsided.

If you know something, saw something, or experienced this before, say it. Silence only protects the company, not the people.

Something is happening. No clue what. But all associates were instructed to work from home tomorrow.
"We will discuss important organizational updates and critical information about our organization."