Thread regarding Scientific Games Corp. layoffs

What is going on!!

I wanted to share a concern that was recently brought to my attention. I spoke with someone who said they had conversations with people at Light & Wonder, and they described a perception that certain upper management employees are highly compensated while contributing very little on a day-to-day basis. Specifically, it was mentioned that some individuals in senior leadership roles allegedly come in only when they choose, spend a short amount of time socializing, then leave while earning substantial six-figure salaries.

As an employee working on the production line, I can say that many of us work extremely hard every day to support the company’s success. It is frustrating to hear these kinds of comments and perceptions, especially when frontline employees are putting in consistent effort.

I hope leadership takes a close look at management structure, accountability, and whether certain high-level positions are truly adding value. In particular, it may be worth reviewing legacy Bally Gaming leadership roles to ensure fairness, efficiency, and alignment with the work being done across the company.


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| 11 views | | 5 replies (last April 29) | Reply
Post ID: @OP+1kpf72r02

5 replies (most recent on top)

I wouldn’t correlate being in the office with being productive. There are plenty of hard working people adding value, who are not in the office everyday. Light & Wonder is a global company and there are people starting work at 5am and are also working late into the evening. In fact being in the office is less productive for these folks.

I also know of some very lazy people who are in the office all day, 4 - 5 days a week and are adding very little value, but play the perception game of looking busy quite well. The truth is, they spend a good chunk of their day gossiping and talking trash about people who are not in the room. They’re dead weight and they need to be cleared out.

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Post ID: @1v5+1kpf72r02

I feel there is a lot of cleanup that needs to be done. Compliance, development and project management are top heavy. Get rid of high pay VPs and let Directors manage teams.

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Post ID: @102+1kpf72r02

As a long-tenured employee, I am concerned about the decision to offshore jobs, particularly to countries with adversarial views toward the U.S.

Additionally, the issue of in-office attendance is inconsistent. It’s not only upper management who spend limited time in the office—some departments have failed to clearly communicate the three-day in-office requirement to their teams. Expectations should be applied consistently across the organization.

This inconsistency is further exacerbated by the challenges employees face when requesting accommodations for medical issues, which often require extensive documentation. The result is a sense of unfairness, jealousy, and declining morale.

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Post ID: @qw+1kpf72r02

From my perspective as a veteran employee, I’ve observed that our recent focus on cost-cutting may be creating long-term risks for our operational continuity. The high turnover of experienced staff and the rapid shift to offshore staffing have introduced significant logistical challenges, particularly regarding time zone alignment.

Moving forward, I believe we should empower our offshore teams to work independently to reduce the friction caused by 24-hour support cycles.

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Post ID: @nc+1kpf72r02

I get it. Unfortunately, it often feels like a “rules for thee, not for me” situation. At the end of the day, though, we have to focus on the fact that this job provides stability and benefits—it’s a means to support our lives. When the workday ends, that’s when our real time begins. We all have to work somewhere, but it doesn’t have to define everything.

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Post ID: @et+1kpf72r02

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