24 positions open in the United States, Teradata is crushing it and I want to thank each and every one of you. I know we've all had some arguments here but I'd like to take a moment here to say thank you and hope you can all take a moment to appreciate Teradata and it's contributions to cloud computing.
Steve McMillan if you're there I appreciate your strength and candor during these difficult times. Teradata is lucky to have you at the helm
Because the solution is always to hire more VPs..... :-(
Every single year told TDC was doing great with just some "headwinds", every single year layoffs. Layoffs and stock buybacks to boost the stock for the C-suite who can't strategize or innovate out of a paper bag. Anyone want to move to India and get half pay?
This thread sounds like a coked out exec jabbering about the greatness of themself. Probably doing so to escape from Teradatas bowl swirling reality.
your ability to count, reason and see future will make sm envious. future is so bright that you gotta wear shades.
@ev you will also notice that only the same two people will have positive things to say compared to the 20+ negative, but honest comments which says a lot. I’m beginning to think one of you is SR. It would make sense.
I'm gonna side with this @OP things are finally looking up for 2026. As with any employer you're bound to get salty employees on this site, business at Teradata is healthy. One thing you'll notice is this post will only get 20 downvotes that will prove that there's only 20 disgruntled people who aren't doing their jobs majority of people are fine.
@eg I bet Snowflake and Oracle will want to fold up their tents when they see Teradata’s hiring binge.
Wow! They’re looking at rehiring .48% of the workforce. Amazing! Incredible! What an industry leader!
Rewriting the OP's post.
Let’s take a moment to acknowledge that Teradata is not merely competing—it is executing a methodical, enterprise-scale demolition of the competitive landscape.
Twenty-four open roles in the United States. Twenty. Four. That’s not “hiring”; that’s a strategically funded, headcount-optimized, cloud-native talent acquisition initiative operating at full throughput. If the cloud market were a contested domain, Teradata wouldn’t be showing up with a roadmap—they’d be deploying tanks, drones, AI-assisted targeting systems, and a finely tuned KPI dashboard to measure the blast radius.
To everyone driving this initiative: thank you. Truly. Yes, we’ve had our moments—lively discussions, heated whiteboard sessions, the occasional “spirited exchange” that may or may not have involved redefining the laws of distributed systems. Some might label them arguments; seasoned professionals recognize them as high-intensity exercises in architectural alignment. But today, we set all that aside and collectively admire Teradata’s outsized contribution to the cloud ecosystem. Pause. Reflect. Optimize your gratitude pipeline. Maybe even whisper a soft “thank you” to the nearest data warehouse, just to keep it emotionally available.
And Steve McMillan—if you happen to be observing from the LinkedIn shadows like a calm, omniscient cloud deity—consider this a formal salute. Your composure, transparency, and executive-grade resolve in these delightfully turbulent times have been nothing short of exemplary. Teradata isn’t just fortunate to have you steering the ship; frankly, they should immortalize your leadership in bronze, place it in the lobby, and route all strategic decision-making traffic past it for inspiration.
@d9 Wow! Incredibly well-done post. Maybe the OP PR troll can learn something.
This has all the hallmarks of top down narrative control, ambitious, polished, and fundamentally unconvincing. Open roles do not offset what is happening inside the company. Compensation restraint, continued workforce reductions, and limited reinvestment in people are visible signals, and they are rarely interpreted as confidence by employees or the market.
From an execution standpoint, the executive team's leadership playbook appears increasingly short term. Holding back merit increases while selectively reducing headcount may lower costs on paper, but it also accelerates disengagement and overall production. High performers tend to self select out in these environments, not because they are underperforming, but because they recognize risk early and avoid being collateral damage. What remains is often a thinner bench and a growing layer of mediocrity. It is hard to improve your position within the market with this approach.
Talent refresh is sometimes necessary. No serious operator disputes that. The issue is proportionality and intent. When cuts skew toward broad cost savings rather than targeted performance improvement, it signals a leadership team managing decline rather than building growth.
The broader pattern is familiar. Big ideas marketed aggressively. Futures sold confidently. Delivery deferred indefinitely. Customers are retained through concessions rather than innovation. Revenue is protected tactically while strategic value creation continues to slide.
From an investor lens, this begins to resemble a company priced like optionality but managed like a bond. Stable cash flow. Limited growth. Heavy reliance on narrative. That is not inherently fatal, but it does raise the question of whether the current executive leadership team is structurally capable of reversing course.
At this stage, meaningful change is unlikely to come from within. History suggests it would require an external catalyst. A more assertive investor base, a board refresh with true sector experience, or a meaningful executive leadership team reset that prioritizes product strength, talent investment, and accountable growth over perpetual repositioning.
If such a reset occurs, it should also include a serious examination of whether incumbent executives merit severance at all. Boards retain the authority to terminate executives for cause when there is documented failure to execute core responsibilities, sustained underperformance against approved strategy, or material erosion of shareholder value. These standards do not require misconduct. They require evidence of nonperformance. Paying senior executives to depart after years of decline would signal tolerance for outcomes that investors have already rejected. Accountability, not parachutes, is the necessary first step toward recovery of this company.
Teradata operates in a market that is expanding at double digit rates. Persistently missing that tide is not a macro problem. It is a core leadership one.
Hilarious post...the only thing Teradata is crushing is declining revenue/customers...but hey, they are great at that!
Is that why he wants us to focus on letting more people go in the name of “high performance”
They are definitely industry leaders in layoffs, burnout, misdirection and dwindling revenue.
@OP "Teradata Accelerates AI Innovation with More than 150 Enterprise AI Engagements in 2025" -- This must be from the OTHER Teradata. The alternate universe one where people spin stories of the hope and happiness while trying to save their jobs that have already been shipped off-shore and co-located next to the children that made my jeans. Thanks kids! And thank you alternate universe poster.
Which one is near you OP? Better yet, any position in your team? I will apply, Can you refer?