From Post ID: @n0+1k2w3wd3p under This is not Gail. The response deserved its own post and the most accurate reflection of the state of this company.
1) As the CEO of the corporation, Gail is responsible/ “to blame” for everything, she is the top of the pyramid and has an estimated net worth of between 60-97 million depending on which source you believe; with great compensation comes great accountability.
2) Gail was supposed to implement the Optum model at Anthem/Elevance. United created internal services that they were able to spin to another corporation and charge for. Elevance tried to acquire other companies to integrate them, but they chose overvalued, underperforming dogs, and su-k at integration.
3) Gail has tried to achieve savings by shifting anything possible offshore, but there are no savings when the work comes back to be redone numerous times.
4) Gail has created a top-heavy organization filled with self-promoting tone deaf “leaders” and their teams of a-s kissers. The leaders claim that integrations or projects are complete and congratulate themselves on a job well done, when the job is usually not done, but is being supported by manual workarounds.
5) AI has been way oversold because it doesn’t account for the secret workarounds and the processes to input into AI aren’t documented.
6) Documenting processes requires people who know how things work, but Elevance doesn’t reward the true subject matter experts. They give the workers who are keeping the lights on the work of up to 3 FTEs, with unrealistic goals and then come review time, reward the self-promoters who already get and use their unlimited PTO. Add to that a ridiculous return to work mandate including mandates for people who were hired fully remote. These essential workers aren’t valued and are leaving with taking their knowledge with them; the impact is starting to be felt.
7) Gail is using rolling RIFs as a business strategy, swapping out higher salaried people for cheaper options where they can’t offshore or replace with AI. But sometimes you get what you pay for. They’ll sacrifice more people before each quarterly earnings period, but are now riffing the wrong people and bleeding knowledge.
8) Gail has attempted to boost earnings via a shell game method of moving staff and functions to DBG, or Carelon or whatever the next spinoff will be, but you can only play that hand so many times before investors stop falling for it.
9) The Elevance rebranding was a costly, ineffective exercise; that was a Gail call.
10) Gail owns the corporate culture which overall can be described as POW work camp. People just keep their heads down trying to avoid exhaustion or a RIF. They say you define your culture based on how people feel about returning to work on a Sunday night. If you aren’t dreading it, you are probably part of the elite class who sit in
meetings all day and never get or complete any action items.
11) Pending lawsuits regarding cr-ppy data in directories and making the wrong call on Medicaid redetermination likely have merit.
Overall, I would say that running a company into the ground makes you a poorly performing CEO, regardless of whether you gave people another PTO day! That is bread and circuses. Wouldn’t you rather have a functional job, a career path, decent stock prices, respect for your leadership, to be rewarded and acknowledged for your efforts and some job security?