I’ve been at Dell for over a decade—long enough to have seen our incredible rise, but also close enough now to witness the unraveling from the inside. Back in June 2024, our stock was sitting confidently at $180 a share. Fast forward to April 2025, and we’re down to $70. That’s more than just a market correction—it’s a signal that something is fundamentally broken. Meanwhile, we’re told there’s no money for promotions, no budget for R&D, and yet somehow there’s plenty to spare for Mike’s over-the-top spending on his daughter’s wedding. I get it—it’s his money. But let’s not pretend that morale isn’t at an all-time low while he’s out there living large. We're cutting talent, hollowing out teams, and watching our best people walk out the door.
What really breaks me is how tone-deaf the leadership has become. The Tell Dell survey confirmed what we already knew: people don’t want to work here anymore. We went on a hiring spree, then turned around and laid off thousands—including some of the most experienced folks I’ve ever worked with. And for what? To boost short-term margins and buy back stock while we bleed market share and lose our soul in the process? AI isn’t saving us—at least not yet. And Bain? They keep whispering in our leaders’ ears while JC and the rest of the SLT just nod along, chasing dollar signs and repeating the same empty strategy decks.
It’s hard to say this, but I’ve been seriously questioning whether it’s worth staying. I believe in what Dell used to stand for—innovation, trust, resilience. But right now, it feels like we're headed toward another privatization play, with the stock price low enough for MD to make his move. If we’re going to survive, we need bold, honest leadership—not more of the same. That means owning our mistakes, refocusing on people, and building something sustainable—not just profitable on paper. And if we can’t do that, then maybe it’s time to stop being loyal to a name and start being loyal to ourselves.