#riskmanagement

Is this true?

Risk management and business enablement first. Next wave is wholesale credit delivery.
OP: @b0+1ks3m4ct1

They’re slow‑rolling the dismantling of the WIM examination team. The head was pushed out about four weeks ago, and I’m hearing another ten people were cut yesterday. With 70% of the work already shifted to India, the writing’s on the wall. The rumor now is that by the end of Q3, St. Louis will be the only U.S. location left standing.

Announcement coming in 3rd quarter!

Only a genius could come up with the perfect business model. Create fake jobs to review fake work, challenge fake wording, produce fake governance, and then report fake progress on risks everyone already understood. Then call it “enhanced oversight”.

But the good news is: several fake issues are being actively monitored and reported in several fake risk committees.

So that’s nice.

Will there be more layoffs?

For those familiar with both organizations, how does the Corporate Risk structure at JPMorgan Chase differ from Wells Fargo today? There have been some mentions of aligning more closely with how organizations like JPMC structure their risk functions. Curious if anyone has visibility into what that could look like in practice.

Cognizant generally allows a 35-day bench period for employees to secure a project, often followed by a 6-10 day grace period or extension notices. Once bench time exceeds 45 days, employees enter a "risk zone" and may be asked to initiate voluntary resignation or face involuntary termination.

(Find work or leave without severance)

Check terms before signing any new contract.

RSCA was a paperwork fiasco. weeks of meetings where managers were bullied into nonsensical compliance tasks that don't manage an iota of risk.

Reward: Promotion to CAO!

Well, so much for 2026 efficiency gains. Maybe AI will hallucinate the answers.

HouseCalls leadership is setting the program up to fail. At a time when MA risk-adjustment coding is under the highest scrutiny it’s ever been and risk scores are still one of the main revenue drivers, they keep adding more internal metrics and efficiency targets that make accurate documentation harder, not easier. There’s a clear inverse relationship between coding to the level of specificity now required and pushing APC, completion %, and daily volume. You simply can’t maximize quality, compliance, and productivity all at the same time. Something will give. Right now it feels like leadership wants all three, which isn’t realistic in the current regulatory environment. This is exactly how programs end up with compliance problems.

The OCC encourages people that work at a covered bank to file a complaint when they believe that bank is not adhering to a consent order. Over the past year there have been Compliance, KYC, and Risk credit approvers let go. Those were the exact areas the CO said Citi had to strengthen. Just not sure filing complaint will make any difference. Or maybe worthwhile just to give Citi a headache???

The Federal Reserve Board on Thursday confirmed the termination of a 2018 consent order against Wells Fargo (WFC).

Under the 2018 enforcement action, the bank was required to demonstrate improvements to its governance and risk management program and complete two third-party reviews of the improvements.

Also, the regulator had imposed an asset cap, which was removed in 2025.

The consent order was placed on the company in punishment for the fake-account scandal and other deceptive sales practices that came to light in 2016.

The banking giant is said to have pursued a business strategy that prioritizes growth without ensuring appropriate management of all key risks. Wells Fargo did not have an effective firm-wide risk management framework in place that covered all key risks.

In response, the board had said it will restrict growth of the firm until WFC sufficiently improves its governance and controls.

The 2018 consent order was the only remaining consent order against the San Francisco-based bank.

https://seekingalpha.com/news/4561367-fed-board-ends-2018-enforcement-action-against-wells-fargo

across data and risk managemnent. Reuters quotes that Citi thinks only ticking the box work is left for consent order especially with data. Though the OCC committee has to agree with the work done by Citi and this committee has appointees from both political parties, they might just give it given the overall direction of regulations under the present admin.

What this will mean....obviously layoff's. In any case, Nawani's org size is beyond control. It's still a pretty cr@ppy market...those in such roles should dust out their resumes and start applying/activating network

Has anyone heard about the hiring freeze in global risk management?

Hi all, I got an offer at another big bank/competitor. As a VP in risk/controls department, I see that I am required to give a 30 day notice period. Anything less and I will lose my RSU and will be ineligible for rehire.

What is likely to happen if I disclose that I am switching jobs to a competitor and I give my 30 day notice? Will they let me go on the spot, or will they let me finish out my 30 day notice period?

Some groups in risk and compliance are getting as much as a 20% axe. Isnt this fun? What could go wrong with a bank cutting risk functions? Lets bet it all on red! Trump, that is.

Thanks to ESRO, all Optum tech teams have to adopt a CloudFlare firewall as the entry point to their applications. As such, this company has now become a single point of failure for all of Optum. If they are down, not only is our website down, but all internal and provider facing applications.

Guess which company went down again today for the second time in the past few weeks?

But of course, im "not a team player" and not "aligned with strategic direction" for raising concerns about vendor lock in and huge increases in systemic risk to the company.

I have worked closely with RCSA. I have a pretty broad view where we are from a quality standpoint.

It is mostly trash and too high level. Where is audit? Better question, where is Wells Fargo Compliance?

This bank will be back in the news within 4 years. This isn’t risk management. I don’t know what to call it. Investment in a process that results in deterrence?

10/28/25

After nine years at Wells Fargo, today I was impacted by a layoff from my role in Corporate Risk. It came as a surprise — even my manager wasn’t aware — but it’s clear this was part of broader changes across the organization.

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.

It's coming -

PROJECT: FLEET AUTOMATION 2025
Strategic Labor Cost Reduction Through Autonomous Vehicle Implementation
DOCUMENT: ATT-FLEET-OPT-2025-CONF
SCOPE: 20,000 VEHICLES | 20,000 TECHNICIANS
VERSION: 3.0

💰 PROJECTED ANNUAL SAVINGS: $176M - $264M through transit wage reclassification

Current Hourly Rate
$45 - $60
per hour during transit
Proposed Hourly Rate
$7.25 - $15*
minimum wage during transit
Hourly Savings
$37.75 - $52.75
per technician hour
Daily Savings per Tech
$75 - $158
(2-3 hours transit daily)

EXECUTIVE SUMMARY

This initiative targets the reclassification of 2-3 daily transit hours from premium technician rates ($45-$60/hr) to minimum wage ($7.25-$15/hr), generating massive labor cost savings while maintaining current service levels through autonomous vehicle deployment.

EXECUTIVE SUMMARY

This initiative targets the reclassification of 2-3 daily transit hours from premium technician rates ($45-$60/hr) to minimum wage ($7.25-$15/hr), generating massive labor cost savings while maintaining current service levels through autonomous vehicle deployment.
CORE FINANCIAL STRATEGY

Current Cost: $45-$60/hr × 2.5 hours × 20,000 technicians = $2.25M-$3M DAILY transit cost
Optimized Cost: $7.25-$15/hr × 2.5 hours × 20,000 technicians = $362K-$750K DAILY transit cost
Daily Savings: $1.5M - $2.5M per day
Annual Impact: $176M - $264M (250 working days)

ANNUAL SAVINGS CALCULATION

20,000 technicians × 2.5 hours transit/day × 250 days/year = 12,500,000 transit hours annually

Current Cost: 12,500,000 hours × $52.50/hr (avg) = $656,250,000

Proposed Cost: 12,500,000 hours × $11.13/hr (avg min wage) = $139,125,000

ANNUAL SAVINGS: $517,125,000
COST-BENEFIT ANALYSIS
Implementation Costs:

Autonomous Vehicle Fleet: $400M (20,000 vehicles @ $20,000 each)
Technology Infrastructure: $50M
Training & Transition: $25M
Legal & Compliance: $15M
Total Implementation: $490M

Financial Returns:

Year 1 Savings: $517M (after 6-month ramp)
Year 2+ Savings: $620M+ (full implementation)
ROI Period: 10.5 months
5-Year Net Savings: $2.6B+

WAGE RECLASSIFICATION STRATEGY
TRANSIT TIME = MINIMUM WAGE TIME
Autonomous vehicle operation redefines transit as "non-productive time," enabling legal wage reduction to minimum levels while technicians are between job sites.
JOB SITE TIME = PREMIUM WAGE TIME
Technicians continue receiving $45-$60/hr only when physically at customer locations performing skilled work.
UNION IMPACT MITIGATION
Removing "driving" as a skilled trade function eliminates union jurisdiction over 20-30% of current compensated hours.

RISK MANAGEMENT & MITIGATION

Legal Challenges: $15M legal fund, precedent research, state-by-state compliance
Union Response: Phased implementation, "modernization" messaging, individual agreements
Employee Morale: Retention bonuses for high performers, career path emphasis
Public Relations: "Innovation leadership" narrative, environmental benefits focus

COMMUNICATION STRATEGY

External: "Industry-leading technology adoption," "Sustainable fleet management," "Work-life balance enhancement"

Internal: "Modernized work models," "Competitive positioning," "Efficiency optimization," "Career development focus"
KEY MESSAGE: "We're investing $490M in cutting-edge technology to improve our operations and remain industry leaders."
🎯 FINANCIAL IMPACT: $517M ANNUAL SAVINGS | 10.5 MONTH ROI | $2.6B 5-YEAR VALUE

It’s just for fun:

“If USAA does plan a major layoff, it is most likely to occur before the end of 2025, perhaps in late Q4 2025 (October–December), as part of restructuring under the new CEO’s agenda.”

It also talks about if there’s someone does similar tasks as you, your odds of being laid off is higher. Based on available data, it looks like there are a lot of redundancies in the risk and compliance space. Even though there’s a lot of regulatory hurdles USAA still have to deal with, but it seems like data suggests that the current structures are not effective.

Anyone aware of layoffs in Operations Risk? I heard of some today but no real details.

the warning posts were correct, had a HR meeting this morning for my whole team we were laid off, I don't know which other teams or lacations where affected but heard 75 total laid off in KYC our team is only 13 people.