How are things going these days?
31 replies (most recent on top)
@bj4 same with TLW from learning
Hearing more backend departments are going to Poland this month. But not a word on what departments. We shall see how much more they can ki-l off its clients base.
I can tell you that in TOS, BK and BT are two of the most worthless people to ever work for. They don’t care if you get promoted and they have no problem letting you go to cover their own incompetence. Horrible company.
So the big 2 day internal sales conference for Elavon “Synergy” happened a few weeks ago and guess who they put front and center to host the entire event. Terr* Wa#lac* you gotta be kidding!!
This lady must have dirt on Ja#ie the CEO or something because you can’t be this bad of a leader and person and get to keep your job for all these years.
It must pay to be bad smdh
Now that GK will be CEO, the outlook for Elavon isn't looking so great.
Analysts asked AC and GK if the bank should sell off its payments division and focus on areas of growth… that can’t be good, right? :(
Business development organization and teams charged with the "new revenue" obligations can't hide from the Wall Street analysts anymore, the USB stock price will travel according to how well this and other non-competitive fee businesses perform against announced projections and the results generated by the merchant acquiring competitors in the U.S. space.
That's Synergy for you. Interconnectedness... ust another buzzword to mask a morale-beaten workforce. Year after year, I attend that conference, and nothing ever changes. The same meaningless awards (mostly a popularity contest) are handed out, and we’re shuffled into breakout sessions to discuss ideas that won’t materialize for another two years—if ever.
What we actually need is practical support. Empower us with tools and resources that work. I don’t need an inspirational guru preaching breathing techniques—I need real solutions, actionable strategies, and tangible results.
Layoff a bunch of peeps at Elavon one week, followed by an useless internal sales meeting event with 100+ people wasting tons of $$$ in d-mb “inspirational “ stuff. Yup, that’s what’s up at Elavon!! Next question
Happy retirement, Mia!! LOL . She was an empathetic leader and very approachable. Wishing her the best on her next chapter
She recognized early in 2024 that Avvance was on its way out and began planning her next move. To me, this speaks volumes about Elavon’s senior leadership and their glaring lack of accountability. Over the past year, repeated rounds of layoffs have created a pervasive sense of instability and abandonment among the ranks. Employees no longer feel valued or secure, and this exodus of talent underscores a critical failure of leadership. True leadership is about more than self-interest—it’s about fostering trust, supporting your team, and prioritizing the organization’s collective success.
The recently departed Elavon Avvance lead was recently named Chief Sales and Marketing Officer for Moneris, the largest payments acquiring business in Canada and an obvious competitor for all things payment related in Canada. Elavon now has former C Suite leadership at that level with all of the competing acquirers in the U.S. as well as Canada.
I had the misfortune of working for TW and I can confirm that it was a living he*l. Verbal mistreatment and unethical behavior was normal and standard during my time there. The monster was created by JM -former head of revenue for Elavon- and allowed to continue by the current CEO and some of the senior leaders. Shame on all of them!
An acquisition that after 20+ years continues to struggle with fitting in. You can put lipstick on a pig…
Mediocre leaders with unrealistic goals set by a large bank. What do you think will continue to happen?
The buzzword being spewed by Elavon leadership for 2025 is interconnectedness which is a typical word salad corporate slogan which means nothing more than US Bank leadership will continue to drive the payments acquiring bus into the ground, rendering it wholely irrelevant and completely noncompetitive in the domestic US market. Interconnectedness further demonstrates the One US Bank rhetorical form, as if it had any meaning, the 2025 buzz word would be "intraconnectedness."
The leadership at Elavon, including the CEO and their direct reports, needs a transformative change. Leaders like KL and TW have been allowed to thrive in their roles without accountability, a situation enabled by JO and NT’s failure to enforce strong leadership standards or address underperformance. Replacing the current team with individuals who possess a deeper understanding of the business and a commitment to accountability is essential to unlocking the company’s true potential. Without such changes, the existing shortcomings in leadership will continue to undermine Elavon’s value and future growth.
The truth is becoming increasingly evident for those who take a closer look. The cracks we’ve all noticed over the years are now widening and impossible to ignore.
Yup. Lots of truth being shared here. I personally love to see strong, female leaders in any industry and will cheer for them as long as they are also great humans and treat those “under” them with respect and kindness. Both TW and KL fail in those regards and it’s swept under the proverbial rug by all of senior leadership. This isn’t something new but really hoping 2025 and new TOP leadership sees it and makes the appropriate changes
Comments are being removed bc people are sharing first and last names. TW is a terrible leader and worse than most “poor” people leaders I’ve seen or experienced. How does she stick around? Ask HR and the ethics line bc they have all of that well documented for years now. Race? Maybe.. KL I have gathered similar things from multiple sources which tells me that there is a lot of truth to this. Both should have been let go a long time ago but they are still here. Don’t ask me how they do it … I think it’s an Elavon culture thing
What about Elavon in Europe?
As if you needed more evidence on the topic of ethics and HR…Elavon has kept around the senior leader in the learning and development area for years who is notorious for unethical practices ($$$), badly mistreating some of her direct reports, and using her race to keep her job. All of this documented and reported by multiple employees, yet she continues to parade around as if nothing’s wrong and that’s because she knows how to beat the system. TW-H
It appears that HR is unwilling to address these claims effectively. It’s important to recognize that HR is not your friend. Their primary responsibility is to protect the company’s interests, not to advocate for employees. Unfortunately, the ethics line often serves a similar purpose, offering little recourse for meaningful resolution.
The leadership style demonstrated by certain individuals has been deeply disappointing. Senior leaders bear full responsibility for the unethical behaviors and poor work ethic that have tarnished Elavon’s reputation and credibility. Their approach has fostered an environment rife with mistrust and low morale, significantly impacting workplace culture.
Additionally, this organization is rapidly losing respect within the industry. The discord among senior leaders (Walkers direct reports) and their unprofessional behavior toward one another have become widely known. Over the past eight years, Elavon has devolved into an environment that undermines its own values and standing, further damaging its reputation.
I hope you are at least documenting and reporting these things to HR even if they won’t do anything. The SVP you’re referring to is notorious for shady practices and for mistreatment of employees and those under the SVP level. KL and her enablers need to go
I witnessed my manager jack up the referral fee for a role from $1000 to $3,000 so her manager could be listed as the person referring a new employee and the two managers split the referral fee.
The same manager told a teammate he already had a new role as VP of lodging business development and they were only waiting to interview someone from the DEI category just to say they did.
Same manager asked a direct report to flirt with Indian hotel owners at a lodging conference so they could get more business. The employee went to the ethics line and they claim the manager did nothing wrong. The manager I’m speaking of is the SVP of Hospitality and the last name begins with L.
Not a good person but that’s what Elavon hires.
Avvance was set up for failure from the outset. Elavon entered the market late, as it often does, and introduced an inferior product into an industry already dominated by established players with significant market share. The rollout of Avvance was sluggish and tied to overly ambitious goals that were unrealistic from the start.
This pattern is not unique to Avvance—it reflects a broader trend within the organization. For years, the CBB division has faced annual goal increases despite consistently missing targets for over six years. In one particularly glaring example, the division’s annual target was raised by more than $25 million, despite prior performance suggesting such a goal was unattainable.
The core issue with Elavon lies in its relationship with U.S. Bank. While leadership under Walker has been marred by questionable decisions regarding key appointments, the root of Elavon’s challenges stems from the bank itself. The “One U.S. Bank” philosophy has proven to be more rhetoric than reality, with Elavon employees often treated as second-class within the larger organization.
For Elavon to regain its footing, significant changes are needed at the senior leadership level, both within Elavon and at U.S. Bank. However, given the current trajectory, there is little indication that USB is prepared to make the necessary adjustments to drive meaningful improvement.
GK exemplifies the bank’s approach to positioning itself for the future. Customers should anticipate rising prices, while employees face the growing threat of job cuts and the offshoring of support functions to foreign countries. These changes signal a shift in priorities that may further alienate both employees and customers, raising questions about the organization’s long-term strategy and commitment to its workforce.
The Elavon lead for Avvance will leave Friday. Against the goal of $100 million in BNPL loans, only 3.5 percent of that goal was met in 2024, primary problem is the solution itself not the people trying to sell it into a fintech market where banks are not welcome.
Who went recently and who's next?
Which people do you think are out from the senior leadership team?
And how will they be replaced? You seem to have insight into this
How does it impact employees across departments?
Oh lord, so bad that they should make a movie about bout it. The bleeding will soon stop and all/most of senior leadership will be shown the way out (hopefully). Morale is at its lowest and I’m personally working on my exit plan. Good luck to all
The first two comments accurately highlight some key issues, but the challenges at Elavon run far deeper. There is a pervasive culture of dishonesty, unethical behavior, and favoritism that not only persists but is actively enabled by senior leadership, including the CEO. It seems the broader organization is only beginning to understand the extent of the problem. For the sake of the company’s integrity and future, it’s critical that decisive action is taken to address these leadership failures at their root.
That said, this is not a company where you should plan to invest more than 3-5 years of your career. The culture and leadership dynamics make it difficult to envision long-term growth or satisfaction. If you are truly passionate about fintech or banking, you would be better served exploring opportunities at organizations with a stronger commitment to ethical practices, transparency, and innovation.
This organization is in turmoil. Senior leadership is deeply fractured, with ongoing conflicts and an apparent unwillingness to collaborate effectively. Employees are being asked to shoulder increasing workloads without corresponding adjustments in titles or compensation, leading to growing frustration and burnout.
The focus seems to be entirely on maintaining an online presence, with platforms like LinkedIn showcasing employee engagement and company culture—despite the reality being far from those claims. Internally, the company feels like a shadow of its former self, struggling to live up to the image it projects outwardly.
Bad, really bad. Morale is in the sh#tter, senior leaders retiring or being pushed out within the first week. Some good ones and others good riddance. Many folks waiting for bonus time to hit so they can go or at least get serious about leaving. Senior leadership team disconnected from reality and essentially nonexistent. More layoffs on the horizon so yea, more of the same at Elavon.