You all are failing to see the actual issue. Dilip V. He thought he could come in and run the place like a texh company. He gave one direction to one team and another to others. He failed to support and develop Ian to the BANK culture. He is small and petty. He has a poor memory and can not make stable decision. He has more ego than knowledge and execution skills so he will never be able to complete Tech Transformation. So now cloud is under Zephanie and she has run employee tech experience. She fails at that daily. DV is a running joke. Ian could not succeed because his leader is a pompous old man. Bank technology is very much different from Google, when will AC see this and do his job. Employees are losing their jobs due directly to Dilips failure to execute the cost savings of Cloud execution. He knows it and a few consultants have told him as much. One man has many paying the cost of his failures. Will Gunjan be just a negligent?
10 replies (most recent on top)
Dilips calls are disasters. Never addressing the issues just celebrating “wins” We were suppose to be in the cloud and he celebrates an app no one uses is now in the cloud. Questions are quickly deferred or answered later using chat gpt and nothing of substance. Dilip is running his area in survival mode. As far as degrees that's nice after school. However you can't relate training of 30 years ago to today. If US Bank wants cultural change they need to purchase a successful fintech and let that leader lead. I don't see Dilip or any other leader have experience building a successful business.
For those asking about the cloud savings. Because cloud and app optimization were so far behind schedule , they did not deliver the cost savings. USB has a capital ratio issue and still owe billions for the UnionBank deal. Hence Tech had a $400M target to cut , guess where they would get most of it from.
Per LI:
- 1996-1999: Tech start-up (3 years)
- 1999-2003: Tech start-up (4 years)
- 2004-2006: PayPal/Ebay (2 years; VP Compliance - ???)
- 2006-2008: Google (2 years; says "Mobile Ads", but I don't understand how that's possible before the smart phone in 2012)
- 2009-2013: Compass Labs (4 years; DeFi/crypto, per their website)
- 2014-2017: McKinsey (VP/Digital Labs)
- 2018-Present: CIO U.S. Bank
If you just look at that resume, it's impossible to think he's anything but a McKinsey loyalist. Never worked at a company longer than 4 years (probably pushed out after failed projects). Barely in big tech. 'Mobile Ads' at Google in 2008 doesn't make sense before the smartphone was invented? Compass Labs looks like a crypto start-up? Of course the bank is a disaster.
Middle management all believe their path to upper management is by su-king up. They are awful to everyone below them and show contempt to workers.
Dilip was one of those MCKinsey flunkies. He talks a big game but is completely in over his head. So are the other ex McKinsey folks at USB.
USB employees who were laid off during Ajit and Ian’s leadership were let go because they lacked cloud knowledge. Meanwhile, the people we brought in from Amazon aren’t even working in cloud roles & added complexity layers.
This is true. He fails to motivate and inspire people to be a part of his team, the technology organization or any of the tech projects. His delivery is dull, incoherent, and frankly I can’t believe he got the gig. Should’ve promoted from within!
I think senior leadership is disgusting. However, I am equally as repulsed by middle management who refuse to stick up for their teams and genuflect to senior leadership. Projects are completed only at the expense of long hours and weekends spent by exhausted individuals. Then I sit in meetings where middle management, managers, PO’s and Scrums are patting themselves on the back when a project is ready to go live. It is enough to make me vomit.
can you give examples of how the cloud cost savings program was not executed?
Why does everything at U.S. Bank have to be f'd up