First, it began as a pledge: “We’re doing this now so we don’t have to do it again.”
Then, uncertainty crept in: “We hope we’ll never have to do it at this scale again.”
Soon, it became justification: “This is part of modernizing our operations.”
And finally, resignation: “We must continue making hard decisions.”
Meanwhile, conflicting statements from leadership painted a murky picture—while the CEO denied external influence, the CFO openly acknowledged a consultant-driven path forward. The result? A narrative that feels less like transparency and more like damage control.