#risk

I have an offer for work but with the current situation developing in the region im unsure if I should? Would appreciate some insights and if there is a real risk.

Out of left field, core location, in-office fine, but didn't ...fill in the blank is it feels like. Others in corp risk too? Other groups having the same? Might be the new WF way.

It’s been a couple of months since the lawsuit dropped. Does anyone know what is occurring with this? Has anyone been let go because of it?

If integration is the strategy at Phillips 66, then the CFO is where that strategy either becomes measurable—or quietly unravels.

Under K3vin Mitchell, management has repeatedly emphasized the company’s commercial strength and trading activity as a differentiator—pointing to optimization, integration across assets, and value capture across the system. In public forums, Mitchell has framed this capability as a reason to maintain the current structure and as a contributor to long-term shareholder returns.

But the outcomes raise a fundamental question: if trading and commercial capability are truly differentiated, why does volatility keep increasing rather than declining?

Quarter after quarter, refining and commercial swings dominate results. Earnings remain highly sensitive to market moves, even as leadership points to trading activity as a source of advantage. At some point, “commercial optimization” stops sounding like a stabilizer and starts sounding like an explanation for risk that isn’t being actively constrained.

This matters because volatility is not an abstract concept—it is a capital allocation choice. Expanding trading activity without demonstrably reducing enterprise-level swings suggests either:
• the activity is adding risk rather than offsetting it, or
• leadership is comfortable with volatility that contradicts the integration narrative

Neither interpretation supports the company’s positioning as a diversified, disciplined platform.

The issue is compounded by management style.

Effective CFOs in complex organizations are not passive coordinators. They force clarity, resolve conflicts between segments, and actively develop leaders who can manage portfolio-level trade-offs. Here, leadership appears distant and conflict-avoidant. Hard questions linger unanswered. Exposure choices persist by default.

That combination—embracing volatility while avoiding confrontation—is dangerous in a company this complex.

Commercial trading can be a real advantage. But if it doesn’t visibly improve and smooth results, reduce dependence on refining swings, or produce superior risk-adjusted returns, it isn’t a differentiator—it’s just activity that comes at added expense.

A CFO doesn’t earn credibility by describing capability. They earn it by shaping outcomes.

Right now, Phillips 66 is getting more volatility than its strategy implies—and less leadership pressure than its complexity demands.

Look at the outage history. It won't be long.

https://www.bizjournals.com/boston/news/2026/01/20/waters-faces-stockholder-lawsuits-over-17-5-merger.html

Didn't hear about any cut in Jan and also given that had huge cut in 2025

I swear this place gets worse every day. It does not matter who you talk to, audit, risk, commercial, wealth or the random person in the kitchen the complaints and misery never end. The reasons are all over the place and true from everything I have seen and experienced. I hope they start fixing the culture. They won’t. They are not hiring when people leave. Makes you wonder if they want to be sold.

Seems like the layoffs in that group are minor compared to the rest of the risk org. Why?

I am curious. How many of you who survived the layoffs and still come to this page are witnessing catastrophic consequences to leadership decisions to eliminate departments, capabilities or expertise? How many of these have serious regulatory components or are millimeters away from causing harm to our branch teams?

For example, a department was eliminated in Enterprise Learning that updates all the online learning modules. We can’t seem to get courses fixed in the learning management system that branch teams need to gain access to their branch desktop or other important applications. I know several associates who have tried to raise this issue but their leaders don’t care because they have “more important fish to fry.”

In another important area, data governance was eliminated so that our AI is now fishing in a corrupt pond of data. But the push to use AI in the home office is intense.

Records and Information management has completely disappeared. There are no guard rails, well, anywhere. And the firm just hit an iceberg. At least, that’s what it feels like.

What are you seeing?

I have a feeling that everything will fall apart one fine day in the near future, seemingly without warning. You can't be averse to quality, race to be the cheapest, cut everything and do pretty much nothing else on your way to success, and still expect great results.

God knows how it will all play out, not only for our company. And let's face it, it won't make any difference for us lowly folks either way. The axe never stops swinging, and nobody will value your hard work or the risks you take anyway.

Any news on what’s happening in Fraud.

Oracle was focusing on being a stable firm. But most of responsibilities where around Oracle concepts like basic Java, Java EE and some opensource areas without much depth in technology or anything.
It doesn't shape the employees with challenges. It doesn't offer you a career trajectory. Doesn't makes you un-fireable (always keep you in fear). Your market value stagnates over years with 2% to 0% hikes.
It has made employees obsolete as the company is pivoting to different area.

I am truly sorry for anyone that lost their job yesterday, that really su-ks! But all of us that are still here it should be a wake up call, we are all replaceable and cannot depend on this company. With the metrics changes and daily changes and do it this way today and this way tomorrow, we’re all at risk. These off shore teams are making this job harder for the people that know what to do. But it’s cheap labor so who cares they are not giving out correct information. In the end they will have our jobs and there’s nothing we can do about it

Does the board face any legal risk given that they haven't acted in the best interest of the company?

VH had the good judgement to stay away from this Venezuelan investment opportunity. This country is riskier than Libya and Iraq.

https://www.radioworld.com/news-and-business/programming-and-sales/cumulus-scores-win-in-lawsuit-against-nielsen

I work on metaverse, is my job at risk ?

This is yet another scary action against longtime customers.

https://cloudinfra.blog/broadcom-vs-allstate-how-vmware-customers-became-legal-targets-and-why-delaying-an-exit-is-risky/

With the "ghost" BH team in AZ and lawsuits alone with major risk in BH across the board are we losing contracts and RIFs planned?

We are told at least 2x a week how BH is failing ..

Stop the BS like Vz did great for me , so sad to leave , bla bla sh-t ..... Vz doesnt care about you and most of your boss or old colleagues will turn their back on you even if you helped them make thousands of dollars.

be smart, leave a mess behind you.
erase all of those process maps , spreadsheets or business cases, and great ideas to mitigate risk or cost.

Put a PW on most critical files too.

to the commercial teams what about manually changing the cost base to show a great 40% CM while it's actually negative. ? You might be helping VZ in fact .....

They haven't found a way to profit off of AI yet, given the costs. And it's a massive risk.
Remember blockchain, NFTs, and the Metaverse / VR? All giant fails.
Now, LLMs have obviously more practical / actual use cases. But they have plenty of flaws and it's not guaranteed those can all be addressed and it can be converted into a profitable, effective product.

What a joke of a management committee, board of directors and the government for letting a US company bring IOL (100 year old company) to the s**.

What happened to corporate separateness? Now TG and DW have plans to exploit Canadian molecules, hose the minority interest investors (upwards of $500M of value based on rough estimates) and set up a wholly owned shell Trading shop in Canada in 2026.

Again, is the IOL board of directors asleep? Critical jobs are being migrated south to Houston at a higher cost and at the same time decimating fundamental knowledge that’s required for any stand alone O&G company which is a huge risk. How about the provincial and federal governments? Canadian taxable income is about to be stripped for the US to benefit. At this rate, all weak leadership contributing to this mess should be managed out of India in the “Global Hub”based on the lack of long term value they bring to the company and how far they are from the real Canadian business.

@ the government and BoD - wake up and block this immoral trade shop from starting up and exploiting Canadian molecules at the expense of the independent shareholders. Audit the s*** out of any proposals being presented including risk to long term value to the company. The move of Calgary head office to Strathcona Refinery and lack of diligence assessing the econs and long term risk to the company due to losing its top talent was already a disgrace.

Alabama has not had any mass layoffs recently, but economic changes and trends across sectors indicate that the risk of further job cuts remains present.

Under Corporate risk - Credit Risk - Risk modeling.

Massive cut yesterday.

Most of these guys are Quants making over $250K

The rumor is lots of Quants and risk analytics in corporate risk are in the chopping block early next year

The company is piling new debt on top of old debt again borrowing money to refinance what it is already refinanced block of debt.

Pull a block. Add a block. Raul smiling like all good. Until the market sneezes at the shaky debt tower. or it collapses under ongoing client exodus resulting in cashflow shortfall.

"The decision to step away from a stock in the middle of a transformational transaction can be as revealing as a new stake. Frontier is deep into its pending acquisition by Verizon, a deal that was announced more than a year ago and aims to accelerate fiber rollout and reshape the company’s competitive position. Yet even with record operational momentum—including 25% year-over-year consumer fiber broadband revenue growth and 133,000 quarterly fiber net adds—the uncertainty surrounding regulatory approval, capital intensity, and integration risk may be prompting some managers to de-risk exposure."

https://finance.yahoo.com/news/investor-exits-3-4-million-172230032.html

With all the outsourcing, the system changes, replacement of experience, I see so many errors. Polaris is a disaster and people being rotated in and out who don’t know the process.

Broadcom is toast:

https://cloudinfra.blog/fidelity-vs-broadcom-the-lawsuit-that-should-terrify-every-vmware-customer/

Did anyone catch the question during the AMA event where SM admitted they were seriously considering combining Ops Risk and Compliance? She said she thought it was a good idea and that our peer banks have already done it... Is Compliance done for??

Anyone have real insight on when Risk layoffs will start?

I’ve been hearing all kinds of rumors, some of them pretty outlandish. I can’t figure out what, if anything, might be true.

Sell off company assets, assume lots of debt, the board pulls out tons of money in special payouts and destroys the company. Verizon is right on track. Get out before the real crazy begins.

The departments and roles most at risk in Verizon’s current layoff wave are those in non-hub locations, remote-only roles, legacy functions, and middle management, with a particular emphasis on areas not directly tied to core business transformation or strategic platforms.[reuters +3]
High-Risk Departments and Roles
• Remote/Non-Hub Employees: Workers based outside core and business hub locations or those exclusively remote are the primary targets.[remio +2]
• Middle Management: Over 20% of management roles, especially those with duplicative functions or not clearly aligned with growth priorities, are flagged for reduction.[finalroundai +1]
• Legacy and Support Functions: Departments relying on old technologies, process-heavy support teams, and administrative roles—especially those made redundant by automation or digital platforms—face higher risk.[remio]
• IT Support and Operations: Routine IT, helpdesk, and non-strategic operations, particularly those not driving cost savings or transformation, are being streamlined.[remio]
• Finance, HR, and Shared Services: These centralized functions face consolidation, with job loss risk greatest for those outside highly specialized, strategic, or compliance-driven roles.[fortune +1]
• Sales in Declining Markets: Sales teams in underperforming or shrinking segments are seeing targeted reductions, especially if their territory overlaps with others or shows declining ROI.[deccanchronicle]
Safer (But Not Immune) Roles
• Employees in critical, revenue-driving, or transformation-aligned teams—especially in core hubs—are less likely to be cut, but all business areas are under some level of scrutiny this cycle.[reuters +1]
In summary, remote workers, non-hub office staff, duplicative middle managers, and those in legacy support areas face the highest layoff risk at Verizon during this restructuring.

If our manager was cut, does that put us at a higher risk of being laid off? I see people mentioning this but I have no idea what is true anymore.

Do stock holders lose everything if they are forced to delist?
What about shorting the stock, what happens?

If this is true, the impact could bring the whole company down. You can't just cut 15,000 people and hope the ship does not eventually sink....just sayin...

dealing with amazon might be sweet in the beginning but it will ki-l you down the line.

Yes, amazon will deliver few billion dollars of sales immediately but keeping them close will ki-l you down the line by cutting independence, originality, fresh new views, objectivity!!
Look at Toys are us, book publishers and latest victim is turns out is UPS. This is short list that comes to my head

Nike be free and independent !!!

Is this really the second/third email in three months about core locations? Are they actually moving forward this time? It kind of feels like anyone not in a core location might eventually be at risk. Am I reading that wrong?