I’m very familiar with the layoffs, why they happened, and what is next. I hope this post puts some of you at ease.
Xx There is a great deal of value with Sirius. No finger pointing. There are no issues there other than some of their current sales leaders not being able to maintain the enterprise relationships that they we confident in, which is equally due to CDW’s sales leadership combined with letting go of many strong leaders in Sirius. There is no blame game happening. We remain very pleased with the vast majority of Sirius coworkers.
Xx There are no more layoffs in the works, for now at least. If you are here, you are safe unless you are subject to an individual performance issue. Let’s see how it goes next quarter. Please let all of this distraction go and fight for the success of the company and understand how your work impacts NGOI dollars directly.
Xx This layoff was a minuscule fraction of the total population which is why there have been no global communications, and handled at a department level. The layoffs are mostly related to either individual performance or mission forward initiatives that need to be cut in favor of others that are more important right now in this market. This is normal course of business stuff. If you are impacted, the direct departmental leaders wanted you out for some reason, most likely related to priority, performance, cost or culture.
Xx If you were laid off , it was a very difficult choice, but necessary for the health of the rest. The decisions were made in December, then put aside until this week. The package is measurably better than what is typically given in a VAR business elsewhere and CDW is generously helping with outplacement, salary continuance and COBRA. CDW waited until now to assure coworkers had a good holiday season without this shadow affecting holidays and families. The ITS events last week had nothing to do with the timing; we just aren’t that coordinated. It was all about getting to this point in the year to help impacted coworkers, but also needed to happen prior to earnings season.
Xx CDW’s legacy performance management remains a pretty big blind spot, but we are waking up to it and its going to change. Tenure will be less important than contribution and relevance. We will all be measured objectively against goals in the future, which is how it should be in a healthy, well run company. It will probably feel more like Sirius moving forward. There is a post about revenue producing functions, which I don’t fully agree with, but is more close to reality than not. We need to understand how to quantify our direct impact and value beyond just doing our own jobs well.
Xx Our Digital Velocity business unit remains where the market is going, but it wasn’t executed correctly when looking in the rear view mirror. We made many mistakes with it because it is not our core business and we didn’t understand it well. No blame, it is a problem we all own and will subsequently fix together. As we have looked at other businesses, and we listen to our newly acquired coworkers from still other businesses we have bought, it has finally become obvious that we need to run that business differently than our traditional business. CDW is now making plans for the next iteration of that business and there will be investments made, and governance changes which in part explains the position advertisements that are out there. The Digital Velocity team will change and the leadership will lead the way by trying things in that business before we execute more broadly. It will start with people and performance.
Xx GCF is happening. There has been a great deal of thought put into it. The last thing we want to do is to make our coworkers angry and alienate them, so we shouldn’t worry about it other than it’s a change from how things were before.
Xx If you are here today, you are almost certainly safe as long as you can adapt to change, which is the only thing that is constant in a technology company if it is to win and thrive. You should bring your ideas related to change, rather than trying to find ways to make things fit into the past.
Xx Like many, we have over-rotated on DEI. It’s important, but not if the company is not healthy or is not able to perform because we have put that ahead of performance. The best part about CDW is our common goal which is that everything we do revolves around the customer. If they are happy, we are able to work and solve problems in the business and address social issues at the same time.
Xx Confidence is great, but the bigger they are, the harder they fall. Let’s all remember that.
Xx If you still don't want to be here, you should just leave now. If you decide to stay, make a decision right now to do the best you can, and then do even a little bit more, so that the business thrives in order to be able to take care of its people so that they in turn thrive. Nothing else really matters with respect to our work.
54 replies (most recent on top)
Which Director or VP wrote this cr-p?
What a joke! If you are still there its because you are being used to train India staff. CDW ruined many lives over greed. The VPs are all over paid and could careless of holiday for all the people they cut. They ruined the holidays by knowing we were going to the sla-ghter house While they were getting their fat pay checks. They are only protecting their pay checks. The severence was bullsh-t. 25% taxed and took our bonus stock away. They are horrible people in charge.
One of the core issues at CDW appears to be a total bias in promoting ex Sales spivs, into Snr management roles.
Invididuals who typically have the technical ability of a goldfish.
CDW seem confused. A tech company should be moving technical people into these roles.
Not saying all ex Sales are bad, but there needs to be balance.
"Stephanie is simply not a VP level leader either... she shouldn't be at the VP level."
Nice lady but she wasn't a leader at FP either, rather a sales person until her boss bailed (like many others) when FP went up for auction. She took the Security VP role on the condition that she would spend her time as essentially a sales person in front of customers and didn't want the day to day management aspect. Checked a box for DEI and made the acquisition appear to have some value, but we know who really makes all the decisions, and it's not her.
"Focal Point had great talent, too, but basically zero leadership outside of Stephanie, who has always deserved better than CDW. So many of their people simply didn't know "how" to work inside CDW, and CDW didn't help matters. It was a shame."
Stephanie is simply not a VP level leader either. Go sit on one of her security all hands call they have every now then. A "hoo-rah" level manager who likes to give sales shout-outs yes, but she shouldn't be at the VP level.
Sirius? The only good thing about them is Citrix / VMW EUC legend Carl Stalhood
“ Start promoting leaders from within who actually has a history with the company and cares about it & the company culture, not just their title and money.”
This is a problem in itself. Leadership, especially middle managers who are promoted from within, don’t automatically bring value to the table nor their teams. They can stay in their roles for literally years and years with no fear of getting demoted or let go. They have a golden ticket to be in that position for as long as they want, no matter their team’s performance. So bringing people in from the outside to break this cycle is definitely a good move when required.
SMB is the worst with this problem as no managers are EVER demoted or removed from their leadership post because they are apparently untouchable. Pretty pathetic.
Outside of acquisitions I’m not sure how CDW selects outside people for leadership positions within the company Director and above. Almost everyone one of them have been a disaster for CDW and the coworkers. Start promoting leaders from within who actually has a history with the company and cares about it & the company culture, not just their title and money. Or CDW will become like every other cutthroat company that doesn’t care about its people, not a good thing!
I worked on the acquisition integrations for IGNW, FP, and Sirius.
IGNW had great talent, but terrible leadership. When the most senior customer-facing person in an org brags about not dressing up to see a "suit culture" white shoe law firm CIO...that person should be reassigned or fired. The rest of the staff shared that bad attitude.
Focal Point had great talent, too, but basically zero leadership outside of Stephanie, who has always deserved better than CDW. So many of their people simply didn't know "how" to work inside CDW, and CDW didn't help matters. It was a shame.
Sirius takes the cake, though. Their leadership was full of egomaniacs who were not good at their jobs. Many of their CEs were lifers living off renewals and dying technology. Their technical staff was tiny and not great. They overplayed their hand when it came to strategic sales, etc.
The common thread among all three acquisitions: Andy Eccles. It is no coincidence that Conor got promoted out from under Eccles.
CDW and Sirius field sales leadership remains weak. No director or VP at CDW would last a week at a major OEM or software vendor. The "lifer" mentality is basically the same as the old telcos. The rot starts at the top.
A bunch of BS, they outsourced the entire finance dept to India, for their mission forward. Loosing the best staff wit all 7-25 yrs service their. It's all about greed. And ty he severence was a a joke, taking 26% Tax out. Sh---y thing to do at the holidays, who could celebrate.
One clear problem we are seeing is the negative culture & leadership styles that new managers & leaders are bringing into CDW. It’s toxic and counterproductive for the teams.
CDW started to flounder a couple years ago with the acquisition of IGNW. So much focus on Sirius and Focal point in this thread, but much of the cultural drift, especially with Digital Velocity, started with IGNW. Digital Velocity was born from IGNW and with it came misalignment, cultural conflict, management speaking down to legacy CDW, mocking CDW practices, clear favoritism, and in general an approach of "get on board or get out".
With Focal Point we saw more drift as security and identity practices fractured away from DV with no healthy relationships or connections to create continuity in solutions. Then Sirius was acquired with promises of amazing IP that would give value to customers, mature Managed Services that could easily scale, and the promise of improved pipelines. Instead we realized some of this IP was smoke and mirrors, couldn't really scale, managed services was drowning and pro services packed substantial depth and organization.
And in all that mess the market was starting to slip from COVID. The impacts of COVID began to grow and grow and as CDW was in the midst of reinventing itself the business just wasn't there and customers weren't chomping at the bit.
Sadly, the impression many in DV had was shut up and get in line. IGNW is the new cool kid in town. Sirius is the new cool kid in town. If you're not on board with them you can shut up or leave. I've seen it almost as clear from managers chatting in all caps to "stop complaining" and stop highlighting the issues. Who in their right mind thinks there's any chance escalating that will result in anything short of a slap on the wrist and your career being tanked. Get real.
Acquisitions bring management that are kept in place because they are told to go and make culture and drive business and sadly there is no CDW culture aside from chaos now. No acquisition had the golden ticket to make the new CDW. That new culture will probably emerge eventually on its own, but it will be gradual and it will never be what it was before.
People now are just focused on keeping their job. Many people are concerned about asking about bonuses or promotions because they don't want to be put on a naughty list. People aren't going to speak up because management has made clear what it thinks of the voices. This is corporate America. Mourn the loss of what CDW was. Try to find small areas to have a positive impact. Do whatever you need to keep your job. Good luck out there folks.
"we were world class and serving Fortune 500's already before the acquisitions last year"
Shhhh. You're blowing the BS cover story and justification for bad acquisitions. Telling the truth is not allowed, and other than age that is the fastest way to the top of the next layoff list.
Sellers required to go to the office?
Not happening, nor should it. We should be customer facing. Also, newsflash, we meet partners outside of the office all the time. Get a clue.
When Leahy and Corley are selling of $10M and $18M worth of shares respectively, they clearly know where the Q4 figures and 2024 figures are headed.
Oh #SEC_Enforcement…. Or is it @SEC_Enforcement?
Looks like Leahy did $10M too in Nov.....getting out while the getting is good.
https://finance.yahoo.com/screener/insider/LEAHY%20CHRISTINE%20A
I’m sure this was purely coincidental and not handwriting in the wall for Q4 numbers.
https://finance.yahoo.com/screener/insider/CORLEY%20CHRISTINA%20MARIE
Our bonuses for Q4 will be sky high…
"The current go-to-market organization is challenging for our sales makers...there is too much being put on their shoulders. Moving from an inside led sales organization to an outside led sales organization is going to be a major and necessary undertaking if the company truly wants to be world class, and serving Fortune 500 companies. CDW needs to overcome the image as a fulfillment sales org to a consulting sales org."
The outside "Sirius" model just isn't going to work, as they are finding this past month with the security shake up. The AM to customer ratio is too high, not to mention the internal resources behind them that are expected to now be "in the field". You have SSE's that are supposed to be "in market" for territories half a country away from where they live, not to mention covering huge geographical territories, all while trying to answer day to day requests as well. This is set up to fail. CDW is cutting costs (layoffs), yet they think they are going to open up T&E to hundreds more of resources now???
And don't kid yourself, we were world class and serving Fortune 500's already before the acquisitions last year.
Let me get my popcorn ready.
As someone who was in this recent round of layoffs, I don’t believe numbers were factored into this decision. I was one of only a few on my team to hit goal last year and several people who were on performance plans are still there. From what I’ve seen this round was also more senior reps that were let go than anything.
They’re actually going to be worse than Q3…. And Q2… and Q1…
“Sadly I'm sure we are going to find out what's next once the q4 numbers from 2023 are released. Whenever that may be.”
Released in just over 10 days time.
Expect them to be no different to Q1-Q3.
CDW to Announce Fourth Quarter and Full Year 2023 Results on February 7
January 24, 2024
VERNON HILLS, Ill.--(BUSINESS WIRE)-- CDW Corporation (Nasdaq: CDW), a leading multi-brand provider of information technology solutions to business, government, education and healthcare customers in the United States, the United Kingdom and Canada, today announced that it will host a webcast conference call to discuss its fourth quarter and full year 2023 results on Wednesday, February 7, 2024, at 7:30 a.m. CT/8:30 a.m. ET.
A live webcast (audio with slides) of the conference call will be accessible at investor.CDW.com. The press release and presentation slides will be posted on this website prior to the call. Please visit the website at least fifteen minutes prior to the call to register and to download and install any necessary software. A taped replay of the webcast will be available on the website shortly after the call.
Appreciate your post and I agree/understand what you've shared. I came from an OEM partner 3 years ago prior to Sirius. I understand the direction the company wants to go to. I question if the current leadership is the best choice to execute it.
The current go-to-market organization is challenging for our sales makers...there is too much being put on their shoulders. Moving from an inside led sales organization to an outside led sales organization is going to be a major and necessary undertaking if the company truly wants to be world class, and serving Fortune 500 companies. CDW needs to overcome the image as a fulfillment sales org to a consulting sales org. I expect future layoffs to be focused on sales performance. JMO.
Sadly I'm sure we are going to find out what's next once the q4 numbers from 2023 are released. Whenever that may be.
Surely layoffs were inevitable at some point given the acquisitions over the past few years?
I don’t agree with the way it’s been handled (the secrecy etc) but as a company, we have grown in size since 2021 and acquisitions/mergers usually result in layoffs?
The culture changed for the worse when CDW began filling VP & Director level positions throughout the company with people from the outside who not only didn’t understand or like the CDW culture, they sought to destroy it within their teams.
Not a surprise we are where we are now
Sirus ki-led CDW Culture and Trust with the customers. CDW is all cut throat and greed. Fire Leahy, Morales and Kempton, drop the Fat Salarys and trust your Staff who made you Rich!!
a few issues:
- no one in sales is willing to really make a decision about accounts and how to compensate on them; there are still a lot of competition on the same account between CDW and the Sirius sales reps; Even if they are assigned on the account to work together, they don't want to really work together and the SAs are caught in the middle.
- Management makes changes based on what they envision things to be, but never really took the time to understand how the different areas actually did their jobs; nor did they take a group of folks in the areas they are planning to change and run the changes by them for feedback...if they were even willing to give real feedback. ( new management doesn't seem to have the open door policies for the troops as they used to and I know people who just plain say their minds any more as they were told not to in past engagements).
- In terms of Sirius, I know for a fact that the impression given to the sales org was that they did a lot of services themselves to then find out they outsourced a lot and not as many services were done by their own employees (CDW was outsourcing too, but to avoid that was a big part of the story given to CDW sales on the reason for the acquisition)
- just as any company, there are great people at each company who just want to do their job and solve customer problems.....but there are also terrible folks who think their sh-t doesn't stink.
You talk a big game but speak in innuendo, opinions, and guesses. As the other guy said, a circular firing squad helps absolutely no one.
"There may have been some structural weaknesses which account for the low price of acquisition"
ROTFLMAO
“I’ve also seen several posts about DEI contributing to the issues that led to the layoffs the past year, I don’t see it as a factor at all. Could someone explain how its affected business/the company?”
That’s not what I said. The impact of the mergers (not DEI) led to business disruption that allowed CDW execs to covertly accelerate DEI strategy with minimal lawsuit risk via a mass layoff. “Tenured” people (as OP - CDW tenured himself - used to avoid obvious age discrimination issues) were targeted. OP (not me) went on to imply that “over-rotating” DEI led to decreased productivity. However in the case of the April layoffs targeting “tenured” coworkers to accelerate DEI led to an impactful loss of talent, knowledge, and business relationships. If they were replaced with unqualified minorities (apparently implied by OP who is obviously high up in the ranks) it may have contributed in some way to the most recent round of layoffs. My 2 cents is that it was an excuse from OP for the adverse financial performance impact of the merger. There weren’t many backfills, just an adjustment of ratio via targeted layoff. When you are an exec who championed a merger that hurt the company I guess you grasp at any way to justify it, including DEI.
Finger pointing and creating a circular firing squad is not going to help the people that have been let go over the past year. Let’s see some posts about how/where the affected coworkers can recover from this life-changing circumstance, including what companies may be hiring.
Hopefully this is the last of the layoffs, CDW had a reputation as a stable company with a low risk of layoffs, prior to last April.
I’ve also seen several posts about DEI contributing to the issues that led to the layoffs the past year, I don’t see it as a factor at all. Could someone explain how its affected business/the company?
I’m sure I’ll miss some things to address from the giant wall of text, but here it goes:
- Joe does know, you’re right, but of course you knew what the previous guy meant when he/she said “no one knows” - none of us will ever really know. Whether you like it or not, Sirius was purchased to build the services portfolio and increase margins. And yes, you’re probably right - to acquire talent quickly rather than recruit or build new areas from scratch. There may have been some structural weaknesses which account for the low price of acquisition but again, Leahy and company would’ve known that.
- I can’t speak to Leahy or her history as CEO, but I can tell you this anecdote: I had experience with CDW as a customer well before Leahy was around and we ended up firing CDW due to bad experiences. I’ve worked with a few orgs since that time and at least one other had fired CDW before my time there. Yes, it’s anecdotal, but things weren’t all rainbows and unicorns before Chris. I’m not going to address your long and bizarre rant about DEI because although you and I probably agree on a lot, I don’t think DEI played a major role here but who knows - maybe I’m being naive.
- Unless I misread something, no way your numbers are correct - $200 million in services is very low and from my recollection, CDW’s service sales were MUCH higher. Regardless, services are where the margin is so that’s why Leahy is pursued the acquisitions she did. CDW’s “diversity” consists of a relatively low-margin hardware business with prices almost everyone else beats.
A. Regarding big revenue projects, I can tell you my team did several with no external resources involved. Obviously I can’t provide more detail because of the potential of management identifying me but I know of several other practices which did huge, multi-million projects.
B. It’s odd (or maybe not) that your critiques are so one-sided (except, of course, of executive management). I think CDW has a ton of talent and good people. Sirius does too. Sirius managers generally had larger roles and responsibilities than CDW managers, who delegate more to leads. I can also admit Sirius had flaws. Reliance on the mainframe business for too long was one. Not being aggressive enough in building out some practices was another. Sure, there were questionable managers and consultants too, but every org - including CDW - has that too. CDW has superior work/life balance for sure. Sirius had superior benefits and perks.
- 100% agree. Big mergers really don’t work well and let’s be honest, rarely do the rank and file see benefits. I’ve been through several at various orgs, including one gigantic org whose IT department alone had twice the employees of all of CDW.
- “No one really knows” - Joe Mertens certainly does but he isn’t going to elaborate, at least not honestly. Equity partners don’t cash out at a loss (remember the roll up acquisitions they funded cost more than the Sirius sale price) unless they are cutting their losses. Revenue (something legacy Sirius folks seem to focus on) is far less meaningful than profit. No profit = no future, regardless of revenue growth. Selling for a percentage of both roll up cost and projected revenue tells you all you need to know about the “health” of Sirius at the time of sale.
- “Blaming Sirius or any acquisition for the issues CDW is seeing today is misplaced.” - Prior to Leahy CDW had a long history of weathering storms better than competitors and keeping the business healthy. The acquisition “strategy” (far more than just Sirius but Sirius was the most significant in terms of cost as well as process and culture destruction) is directly responsible for what’s going on at CDW now. Not only did it put CDW into a far worse debt situation, it caused MAJOR disruption with customer activity for both legacy orgs, leading to negative YoY performance that is now spiraling out of control. CDW leaders were replaced across the board, accounts were realigned, coworkers inherited unknown new managers (some of whom from Sirius had minimal or no experience to justify their new roles), and this of course caused paralysis when customer and coworker relationships had to be rebuilt from scratch. Leahy and cronies must have known there would be financial performance consequences (no doubt they believed it would be short-term) and used this to fulfill DEI initiatives (OP - Original Poster - even mentioned it, and we all know him too well) and let’s be honest here - get rid of a lot of old (OP = "tenured") white guys from all legacy orgs and a few token minorities deemed undesirable (to mask what was really happening). OP also acknowledged essentially that they are now feeling the impact of those cuts. That was a ton of successful talent, CDW knowledge and long time customer and coworker relationships that were sent out the door. No one “blames” legacy Sirius non-exec coworkers or legacy FP coworkers. That said there’s no doubt about the negative impact of the acquisitions on CDW, especially Sirius and FP. The blame lies (double entendre) with Leahy.
- “Sirius had higher margin and greater service revenue per employee than CDW.” LOL. CDW is a much more diverse company so services revenue per employee is an absurd measurement to use. The vast majority of CDW sellers are product focused and CDW was aligned to handle both product sellers and services sellers and both did their jobs well. CDW had a very robust services business (>$200M) prior to Sirius (and FP for that matter) no matter what lies have been spoon fed by execs trying to justify questionable acquisitions. Sure it can always grow faster but has that REALLY happened after adding Sirius and FP? (Remember street reporting says consecutive negative YoY) I’m not the person who posted the 90% Sirius outsource but I too heard there were almost no delivery engineers at Sirius and the large majority of services were outsourced to partners. I heard this directly from multiple Sirius leaders who were in a position to know and also know for a fact there was minimal addition to the CDW delivery team from Sitius and every attempt to utilize Sirius delivery “resources” was met with laughs and a stone wall. Where are all these engineers who delivered the "big revenue" projects mentioned? No one from legacy CDW could find them.
- “the two companies were not a good fit culturally” - Definitely agree with that. My 2 cents - the cost of acquiring new talent had risen drastically with covid and CDW had multiple growth initiatives. No doubt they determined it was cheaper and faster to go out and buy a bunch of talent with acquisitions than hiring away from competitors one by one. Both FP and Sirius were sold for pennies on the dollar. Unfortunately it has led to culture and financial destruction and cost a lot of good people (in all legacy orgs) their jobs. Amazingly the people who made those decisions just keep getting richer.
You bring up some good points and questions and I’ll give you some thoughts:
- No one really knows the impetus behind selling Sirius but I have theories. IIRC, Sirius was on pace for the largest yearly revenue in its history when it was sold and that revenue easily exceeded the sale price. Many Sirius employees were baffled too. IIRC, there were equity partners involved and my suspicion is that after the stress on the company during the pandemic, they wanted to cash out. Again, I don’t know if that’s accurate or not, just a thought.
- Blaming Sirius or any acquisition for the issues CDW is seeing today is misplaced. The fact is, the entire industry is seeing similar issues. It’s all related to the aftershocks of the pandemic IMO. I’d venture to say that if the merger never happened, both companies would be in this same situation.
- Leahy framed the acquisition as an effort to grow services. As a previous poster mentioned, Sirius had higher margin and greater service revenue per employee than CDW. It was that higher margin which I believe attracted her, because the two companies were not a good fit culturally regardless of what both leaders said (again, IMO).
Prior to the Sirius acquisition CDW was a thriving company with a great culture that delivered consistent growth without fail. Post Sirius, and specifically since putting Sirius leaders (yes Leahy, Eccles and Waddle stayed in place unfortunately but Director level across the board in sales and pre-sales went to Sirius and it wiped out a lot of CDW leaders)) and processes in place, CDW is now mired in consecutive quarters of negative YoY declining performance and multiple mass layoffs for the first time in company history. Coincidence? Sure seems like “a great deal of value”. Exactly why was Sirius up for fire sale? Why did it sell for a fraction of what the roll up components (that were never or poorly integrated) cost?
- Sirius did not send "90% of its work to partners." That's laughable. The emphasis in our practice was to never send work to a contractor which could be done in house and it was very rare to send work to a partner. Sure, there may have been some practices which did, but those who live in glass houses shouldn't be throwing stones - I've seen CDW outsource work to partners which should've been handled by in-house resources and there was no availability issues with staff resources.
- Whether you like it or not, we're all here to make money. Sirius margins were higher than CDW margins - that's a fact. Sirius SOWs were generally larger and more strategic. And from an employee standpoint, I can tell you - the Sirius benefits and perks package was much, much better than CDW's package.
- When I look at the org chart, I only see legacy CDW folks in the top 2-3 levels. So you can put your head in the sand and blame Sirius or any other acquisition, but the org chart doesn't lie.
P.S. Thanks for proving my point about legacy CDW folks bashing acquisitions, @3mwk+1qFBNFuM. You managed to bash 2 in one post! Like the guy said in an earlier post, what's the point in bashing each other? We're one team now and we have to make it work.
FP Acquisition was because they excelled in one specific area that we wanted to get into, everyone else comming along was basically a bargain, but at what cost to us? On my team we doubled our headcount, but lowered our overall skill because it wasn't a focus area for FP.
Sirius was acquired basically at a fire sale, and Sirus came in acting like they were god's gift to IT services when the reality was that they were a paper tiger, they had minimal delivery staff because almost everything they signed got sent to a partner. A person who came from Sirius would basically bully the other senior managers and justify the reason for certain work falling under them was because they signed $XXXXXXXXXX of SoWs.
Some of the other people were let go because of LOW utilization, like single digit percentage for a year because they were basically hired to service one customer, when that customer left, the person took ZERO initiative to find other work to do in the org.
"Many of us are sick and tired of seeing legacy CDW employees act like their cr-p doesn't stink and engage in a bashfest against other acquisitions. It's old, tiring, and not necessary"
Maybe the legacy CDW employees were tired of Sirius, a company that sent 90% of their work to partners and came to us with minimal headcount in terms of delivery coming in telling us that everything was going to change to the Sirius way of doing things, that we have to change our deliverables to put Sirius on the front and generally acting like the only measure of performance is how much revenue you had signed SoWs for.
I appreciate Xx's blunt honesty even if it's unnerving. It feels like I've woken up next to a wife I don't recognize.