I see some groups had engineering cut heavily. This is typically a very bad sign especially when the 'process' professionals who mostly bring no value and simply get in the way of innovation (at this company) remained unscathed. The budget cut requirements could have been serviced by dealing with those groups while giving innovation in engineering a chance going forward. There was a belief this was a Mark B. policy but clearly that is not the case as this goes right to the board and IS the business model. Time to accept that.
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@r5 next layoff will be July 4th Independence Day
@a6 I quit end of last month. So happy!
The sinking ship feeling you described isn't just about the layoffs. It’s about the loss of the company's technical soul.
The board explicitly approved the expansion of this optimization plan to save $550 million annually by 2027.
In a healthy tech company, a manager is a Player-Coach. At OT, the model has shifted toward Administrative Oversight. If a manager can’t do the work, they aren't leading. They’re just reporting status updates up the chain.
The board keeps middle management because they provide the illusion of control to investors. It’s much easier to tell Wall Street "We have optimized our integration workflow by 12%" than it is to say "We’ve retained our top 50 engineers who actually know how the legacy code works."
@OP Can I ask who you feel those people process professionals are?
I usually see that directed at Professional Services. While that team doesn't include me, from what I've seen they seem to be getting the numbers to compensate for chronic lack of training and resources.
I have had some horrendous PS interactions, but it's usually come down to 'you"re hiring people and over booking them, potentially risking your own support upsell income.' What do you mean you dont know what your keys look like or how to apply them. What do you mean you did zero support checks or verified the contract goods were sent? Why do you and your manager gotta go to a separate team for your projects?? What do you mean the on-boarding dude before you put in a better key you (as PS) can't fix without risking metrics and are sitting on a Compliance timebomb? I believe as I see it they prioritize the booking over maintaining specialties - so if you're booked on something new you're not getting anything to help you.
I am normally a very judgemental a--hole. But, I've seen that series of events so often I not only getting slightly less, but it's getting to the point reaching them early and directly often is the faster solution. I am still working on the whole not a judgemental a--hole at them but I don't think OT would ever formally fix that. Reducing count means less project revenue. Ask a manager if they can do 60-80% of their team's stuff solo. Same time ofc just seeing if they leverage extra connections or experience. If not, those are the people you need to potentially cut. Not the person who admits they got a bad hand. The dude who brought uno cards to Eucher and does less. Invest in the people doing the work and maybe they can safely be more efficient over time.
OT running on popsicle sticks, goat cheese, and vibes so hard you got an unredeemable asshle to self-improve; holy sht.
Our team hasn’t been touched yet, but I guess I’ll be quitting next week haha. So another one bites the dust. Get out while you can!!! Get another job.