#ai

I know a lot of people that thought it was a waste of time with a complete random set of videos to watch. No fundaments or structure to really build a knowledge base.
I'm guessing Shan picked each and every one of them.

This is the least he can do .. Even Hans used to take questions or redirect to someone..

Not interested in one way monologue on AI

We have no control over leadership decisions but we do have control over keeping our skills up-to-date because as history has shown rapid decisions, knee-je-k decisions, and lack of understanding creates constant change. Maybe this video might help you understand -  https://www.youtube.com/watch?v=WfjGZCuxl-U

AI tools like those from Anthropic are increasing automation and reducing the need for manpower in many roles. While operational work may require fewer people, human oversight and management decisions are still essential. The focus should be on adapting skills, not just replacing jobs.

One interesting use case for AI is to analyze all merger of equal transactions, notably WPX and Coterra with Devon. ChatGPT seems to think there is a possible claim to be made that Devon employees should be entitled to change of control severance since WPX and Coterra employees were also entitled to COC. I’m not saying Devon employees who are severed should pursue legal action, but they should consider writing their legal documents differently.

Given how much Devon’s presence means to okc you’d think they’d treat their employees better. There’s also probably some TIF clawback provisions okc could go after if someone from the news wanted to run with this.

“The technology sector faces perhaps the most dramatic transformation. Indian IT services firms, which built empires on providing entry-level coding and testing services, now face existential threats to their business models. When AI can write, debug, and test code autonomously, offshore staffing advantages evaporate.”

Expect less investment and a never-ending headcount decline.

Verizon hired a chief AI officer some time back named “Mano”. He is no longer with Verizon anymore.. what happened? Anyone in his department knows?

Apparently some new AI tools spooked the market, because it threatens to automate legal and financial workflows that certain software products specialize in, so they all dropped as a result.

The plus side is the market seems to have forgotten about it already and rallied 2% today, so there's that.

AI is coming for your job!

It’s going to be a massive restructuring followed by years of downsizing as more and more customers move to inexpensive and better quality AI tools. They are trying to squeeze as much as possible out of the sales force in Q1 and Q2 before they have a big layoff.

Instead of watered down deals and "pipelines"

Just sharing an internal perspective for anyone wondering why Proofpoint roles are constantly advertised.

In my time there, I’ve seen multiple small teams (single-digit to low-teens headcount) experience significant churn — in some cases 5–6 people leaving or moving internally within a single year. These aren’t large departments, so the turnover is very noticeable.

Over a few related teams in the same function, the overall headcount might look stable (around 20–25 people), but the individuals filling those seats change frequently. There tends to be a small long-standing core, with the majority rotating in and out.

A few years ago, retention was something teams genuinely took pride in. Today, there are very few people left with long tenure, and entire teams can look unrecognisable after a short period of time.

From what I’ve observed, many new hires decide fairly quickly whether the environment is sustainable for them. Morale issues are noticeable, and employee wellbeing has been a recurring concern internally, without much visible follow-up.

There’s also been a strong push toward AI-driven tooling for productivity and quality measurement — including how case updates and communications are evaluated. Some people may find this helpful, but others experience it as constant monitoring tied closely to performance metrics.

To be clear, this isn’t unique to Proofpoint — much of the tech industry is heading in this direction. That said, it can take a real toll if you value autonomy and long-term stability.

If you’re looking for a stepping-stone role and a strong name on your CV, Proofpoint can serve that purpose. But I’d strongly recommend going in with open eyes and realistic expectations about turnover, pressure, and culture.

Here’s our take on potential Walmart layoffs in a different format based on likelihood:

1. 0% chance of layoffs before 2/25.
2. From 2/26 through 3/8 low chance of <10%.
3. Period starting 3/9 through 4/8 elevated to 30%.
4. From 4/9 to 5/5 increases again to 60%.
5. After 5/5 and through 6/28 we see 100% likelihood

Many factors are at play here (not in specific order): Project and budget demands are being shuffled; leadership changes are filtering down; reorganization activities and silos of responsibility are moving; built in stabile time surrounding earnings release and other stockholder and fiduciary dates; reevaluation of AI implementation and prioritization, plus more.

We expect some surprises related to AI development and implementation plus more resource actions at non-Bentonville locations. Efforts to streamline and automate logistics and distribution will be a focus area.

The new CEO might have his own plan on figuring out the tech mess. Practically everything on the horizon needs technical implementation and having a fractured tech area is problematic.

We see 2026 as a pivotal year for Walmart in the area of AI development and implementation.

Why dont we vote to have AI replace the CEO & BOARD

Lets lead the market by example.

It summarized:

Dan and Alfonzi are good but the rest of you are facked!

We'll wait a few years for the follow-up article on how IBM became an AI dog.

https://www.economist.com/business/2026/01/29/how-ibm-became-an-ai-darling

It has pulled off yet another striking turnaround

Jan 29th 2026

Throughout its 115-year life IBM has shown itself to be a master of reinvention. In the mid-1990s the mainframe pioneer rescued itself from collapse by shifting its focus to the booming business of IT services. A decade later it sold its struggling PC division to China’s Lenovo.

Over the past half decade or so “Big Blue” has been through another striking transformation. During the 2010s its business was disrupted by the rise of cloud computing, which undermined not only sales of mainframes but also the work of servicing them at a time when low-cost outsourcers from India were pinching share. Revenues and margins shrank, and investors once again lost interest.

That has all changed in the past three years, during which IBM’s share price has more than doubled. As a multiple of net profits, it is now valued similarly to Microsoft and other software champions (see chart). On January 28th it reported that its revenue and net profit rose by 8% and 14% in 2025—a sharp reversal from its years of stagnation. How did IBM pull it off?

The strategy began with the acquisition in 2019 of Red Hat, a platform that, among other things, helps companies manage their workloads across data centres. Rather than trying to compete with Amazon, Google and Microsoft in the so-called public cloud, IBM created a layer between that makes it easier to mix and match among the hyperscalers while continuing to use on-premise mainframes or dedicated private clouds (including those run by IBM) for sensitive tasks. Deals in 2024 and 2025 to buy HashiCorp and Confluent, two more software firms, have solidified IBM’s role as an orchestrator of hybrid clouds.

IBM has also created a space for itself in AI. The company has long dabbled in the technology—including using it to beat Gary Kasparov, the world chess champion, in 1997—but missed the latest wave of large language models. Rather than trying to beat OpenAI and other model-makers at their own game, it has released a series of small language models, under the name Granite, which are tailored to business applications and require less computing power. These and other open-weight models, which make their numerical parameters freely available, are accessible through its watsonx platform, which enterprises can use to build AI agents trained on their own data.

IBM’s growing strength in AI has been helped by another big strategic shift over the past few years—the refashioning of its services arm. In 2021 the company spun off its struggling outsourcing business, now called Kyndryl, which at the time accounted for about a quarter of its workforce. That left it with a smaller consulting division focused on technical expertise, which has come in handy as clients grapple with AI. IBM has booked over $10bn-worth of consulting contracts related to generative AI since the middle of 2023. It has also been using the technology to digitise its own consultants’ work, a move the division’s boss has described as moving to “service as a software”.

Meanwhile, IBM continues to innovate in its original metier of hardware. It is still by far the world leader in mainframes. The z17, released last year, has been a hit. It offers access to IBM’s new Spyre chip, designed for running AI models. Then there is IBM’s work on quantum computers, where it is at the leading edge. McKinsey, a consultancy, reckons the market for the technology could reach nearly $100bn by 2035. IBM thinks it can capture about 20% of the business by selling machines and renting out capacity. It hopes to deliver Starling, a “fault-tolerant” quantum computer that can spot and correct the errors the technology is prone to, by 2029.

Lately investors in legacy technology companies have become increasingly jittery over the prospect of disruption from AI. In the past three months software businesses in America’s S&P 500 index have shed a seventh of their value. Shares in Accenture, the world’s biggest provider of IT services, are down by a quarter over the past year amid fears that bots could soon replace much of what the company does. But IBM, with its unique portfolio of businesses, looks well positioned to make it through the upheaval.

The current layoffs are continuing at the employee level, and there is a possibility that management-level layoffs may occur in the next round.

• Workday announced layoffs affecting about 2% of its workforce, mostly those in customer-service roles.
• The company said it's realigning resources while continuing to hire in strategic areas and locations.
• The cuts come as AI developments rattle software investors, with Workday shares down about 34% from a year ago.

https://www.businessinsider.com/workday-layoffs-amid-software-stock-sell-off-2026-2

Are you looking for an exciting opportunity to manage workforce transitions and offshore operations? We are seeking a candidate to join our operations to assist with local workforce reductions and restructuring initiatives.

Job Requirements:

• Comfortable working in a fast-paced environment to recklessly reduce headcount
• Ability to follow directives (be a Yes-man) and execute strategy without reservation (don't ask questions).
• Extensive experience in minimizing FTE value while promoting offshore and H-1B talent.
  • Familiar with AI. We've been claiming there we know AI just secure our position in the company but now the lies have caught up to us and we need someone that really knows it so we take credit from you.

Perks:

• Exemption from Return-to-Office (RTO) policy.
• Work from home and spy on employees.
• Opportunity to lead workforce management strategies (degrade employees to force them to quit).
  • High potential bonuses - the more workers terminated, the bigger the payout.

What they don’t tell the providers who use their products - is they escalate as much as they can for medical review due to their escalation list and even if it meets IQ criteria - well we know what happens than. InterQual Auth Accelerator pairs Optum’s InterQual clinical criteria with AI to digitize payer rules, extract relevant clinical information from provider records and bring it to human reviewers. Most payers using the accelerator are starting with an augmented workflow, where AI organizes and presents information but a human reviewer still makes the determination, rather than fully automated approvals.

“We do not and will not automate denials,” Dr. Kontor said. “This is only accelerating reviews and automating approvals.”

If we hadn’t wasted so much time talking about AI, he could have actually covered the important points he ran out of time for.

And another thing , why are people in here celebrating someone getting fired? Sampath! That says a lot about your character.

Paying 100% STI was the bare minimum. Anything less would have been flat out disrespectful after laying off 15,000 people.

At this point, just let AI write my year end performance review.

https://www.forbes.com/sites/tylerroush/2026/02/04/global-software-stock-selloff-oracle-adobe-more-fueled-by-anthropics-new-ai-tools/

This is on top of $50 billion loan problem to finance Open AI venture

Anyone else notice a certain class of long-tenured, well-connected engineers getting real quiet lately?

You know the ones. Own half the repos “by history.” Camp in approvals and support channels. Block merge requests from new or non-influential engineers for reasons:
• “I don’t like this pattern.”
• “We usually don’t do it this way.”
• “This feels risky.”

They’d always offer “alternatives,” but mostly superficial ones — renames, style rewrites, or busywork that adds no value and exists mainly to assert dominance.

Then AI entered code review.

Now:
• Reviews focus on correctness, not preferences.
• Style nitpicks don’t block shipping.
• Social connections don’t matter.
• Tests and results do.

Suddenly, the gatekeepers can’t bully through approvals or code owner lists, and new engineers actually get to ship if they do good work.

Watching support-channel emperors lose authority to an LLM that doesn’t care about tenure is oddly satisfying.

Turns out removing politics from code reviews gives everyone a fair shot.

So let me make sure I understand my situation:

I’m being required to come into the office five days a week…
while carrying a quota that doesn’t feel real…
in a role where success depends as much on internal decisions as actual selling…
while helping train the very AI tools that could eventually replace me…
on a low base salary…
doing mostly administrative work and churning quotes…
with little to no company culture…
coworkers I don’t connect with…
no visible upward mobility…
commission that feels more like roulette than performance-based pay…
and management that’s largely absent.

All while knowing I’m effectively stuck here until I land something better.

Mmmkay.

Transition to AI or get purged, was this the Fran message….

Ran into a few customer service reps that may have been AI (based on how they sounded). They were much more knowledgeable than any PSO agent I’ve spoken with. Can we please replace PSO with AI? He-l, I’m willing to work Sundays if it means the calls are filtered by AI instead of PSO

Find humor in this tag line. Layoffs based on xls col autosum for bottom line $$ with a location multiplier. Interesting what AI enabled, data driven analysis of affected employees would tell as far as AI perceived detrimental impact to organizational infrastructure & enterprise level impact, simple prompt using historic comp & bonus, recognition & performance evaluations. Sad, and yes, for the shills, I am an impacted person with a 25 year tenure still at the top of my game, deleted as a line item on said xls spreadsheet. Realistically T-Mobile lost more $$ in the last 12 days putting me on garden leave than the next 5 years of my cost to them. Business will continue, always does.

Maybe someone can pose the AI enabled, Data driven question for the next All Hands on my behalf. Thank you in advance if you do.

The successful restructuring and adoption of AI solutions reflect a forward-thinking approach and commitment to operational excellence. This is a positive step toward improved performance and sustainable growth.

The successful restructuring and adoption of AI solutions reflect a forward-thinking approach and commitment to operational excellence. This is a positive step toward improved performance and sustainable growth.

Instead of laying off employees, organizations should evaluate management layers more carefully. Many manager-level roles come with high salaries but limited hands-on AI or technical expertise. As companies shift toward AI-driven work, it makes sense to prioritize retaining employees who actively learn, adapt, and contribute directly to delivery. Reducing unnecessary management layers can control costs while empowering skilled teams to move faster and innovate.

Let me save you some time scrolling through the portal. Key info:

Will there be layoffs this year? Yes. Why? Because Oracle does layoffs every year.

Which roles will be affected? All roles.

Will my product be affected?

If your product makes money and revenue is growing → less likely to be affected. low performers will be let go.

If your product isn’t making money or revenue is shrinking → higher chance.

Being part of OCI or AI → safer.

Not in cloud or AI → more at risk.

End of story.

AT&T and Verizon cut 17,700 jobs in 2025, with AI in its infancy
US telco giants AT&T and Verizon cut another 7% of their combined headcount last year as their decade-old downsizing programs continued.
Picture of Iain Morris
Iain Morris, International Editor, Light Reading
February 3, 2026

Verizon CEO Dan Schulman has moved quickly to cut more jobs since taking charge last October. (SOURCE: JORDI BOIXAREU)
Among those who chronicle the relentless depletion of the telecom workforce, all eyes were on Verizon and new boss Dan Schulman, who entered his new office in October and immediately erected a makeshift guillotine, promising the US telco's glum investors that 13,000 heads would soon roll. When results were published last week, as reported by Light Reading, they showed that 10,300 jobs had been cut from the total in the final three months of the year, leaving Verizon with 89,900 employees on New Year's Eve.

But across the whole year, there was almost as much carnage at close rival AT&T, which avoided the same scrutiny. For the first time in ages, Verizon's workforce grew slightly in early 2025 before Schulman replaced Hans Vestberg as CEO and launched his program of layoffs. This meant the net reduction in headcount for the full year was 9,700, according to Verizon's financial statements. Over the same period, AT&T eliminated about 8,000 jobs, finishing the year with 133,000 employees.

That total net loss of 17,700 jobs at AT&T and Verizon was equal to about 7% of the combined workforce at the end of 2024. This would not look so troubling for people in the US telecom sector had 2025 been a year in isolation, when operators were responding to short-term business hardship. Yet neither company suffered a collapse in sales or similar financial calamity, even if results were underwhelming.

AT&T's revenues increased by about 2.7% last year, to $125.6 billion. Verizon's were up 2.5%, to $138.2 billion. Those are uninspiring gains that just about mirror the US rate of inflation. Still to report its full-year results, T-Mobile US managed year-over-year sales growth of 7.5% for the first nine months of 2025.

The axman cometh

Sadly, last year's job losses were not an isolated event but the continuation of a decade-old trend that has gutted the telco workforce. At its high point for staff numbers in 2017, AT&T employed as many as 280,000 people, including those it would acquire with its $85 billion takeover of Time Warner. Around 147,000 jobs have subsequently disappeared, showing the workforce has more than halved in just eight years.

Much of this shrinkage was blamed on AT&T's ignominious retreat from a TV market that former CEO Randall Stephenson had judged critical to future growth. Eventually divested and now part of Warner Bros. Discovery, Time Warner proved to be one of the most disastrous deals in corporate history. AT&T's share price dropped more than a third during Stephenson's tenure between 2007 and 2020, although that didn't stop him from pocketing about $29 million in total compensation for his final year in charge.

AT&T's headcount, meanwhile, has continued to shrink. Since the end of 2022, the year it completed its Time Warner divestment, the operator has shed almost 30,000 jobs. There has been a similarly dramatic offloading of employees at Verizon. In 2017, it employed 155,400 people, some 65,400 more than the current total. Together, the two big telcos have slashed 212,500 jobs over this period, making them half the size they were less than ten years ago.

Inevitably, there is talk of automation and AI as factors in this downsizing. Predictive maintenance has reduced the need for truck rolls to repair faulty equipment. Much of what previously required an engineer's touch can now be handled by software programs running at underpopulated network operations centers. Even the most primitive chatbot seems likely to have had some impact on customer service roles. Retail jobs have been affected by the consumer preference for shopping online.

Nevertheless, what most people including senior telecom executives now mean when they say AI is the mutation that emerged with ChatGPT in late 2022. The companies today seen as integral to AI were attracting relatively little interest until that moment. Nvidia's share price fell about 46% in 2022 and was worth less than 8% of its current value at the end of the year. CEO Jensen Huang and other AI evangelists are now desperately trying to popularize the concept of artificial general intelligence (AGI), when machines are supposedly equal to or smarter than humans. Physical AI, describing intelligent robots, is the latest expression to seep from technology into telecom. The bosses of both Ericsson and Nokia have already used it this year.

What's unsettling for the average telco employee is that so many jobs were evidently superfluous even before the age of ChatGPT. Last year, Verizon generated $12.2 billion more in annual sales than it did in 2017 with about 60% of the workforce that it had back then. Accordingly, its annual revenues per employee have surged from around $811,000 to more than $1,537,000 over this period. AT&T's annual sales have fallen by nearly $35 billion in this timeframe, following its exit from some markets. But its headcount has clearly dropped at a much steeper rate. Its own revenues per employee rose from about $573,000 in 2017 to almost $945,000 last year.

One school of thought is that telcos have trimmed as much fat as they can. In much leaner shape, they will have to look to other areas outside the workforce for any future savings. Verizon, interestingly, has said it will reduce capital expenditure from about $17 billion in 2025 to between $16 billion and $16.5 billion this year. That is potentially bad news for suppliers such as Ericsson and Samsung, the vendors chiefly responsible for its 5G network, but perhaps not so worrying for employees.

Yet AI will be a major disappointment to investors if it does not allow operators to cut costs, grow sales or both. And meaningful sales growth seems unlikely. Customers pay operators for connectivity, not for the application it supports. They are probably not going to spend any more on connecting to an AI app than they would to watch YouTube or play games. At best, AI might help operators to tailor services for specific customers, improving loyalty and reducing churn.

The fear among employees will be that AI or AGI ultimately allows telcos to continue serving their millions of customers with just a skeleton crew, a small fraction of today's workforce. Software that writes software would seem to put many of today's desk-bound jobs in danger. With the arrival of physical AI, robots, not humans, might one day be scaling masts and digging trenches to repair or install equipment.

Regardless, for all the job cuts so far, profitability has not dramatically improved within numerous telcos. Verizon's adjusted margin for earnings (before interest, tax, depreciation and amortization), a preferred telco measure, was 36.2% last year, the same figure it reported for 2018.

Industry-wide operating costs have also remained stubbornly high in recent years. "Global opex only decreased by 0.2% in 2024, making us question if years of automation and, recently, developments in artificial intelligence are in real terms having any significant impact in telecom efficiency gains," said Dario Talmesio, global research director at Omdia (a Light Reading sister company), referring to a tracker that monitors opex levels across the telco industry.

Layoffs can initially be expensive, and some operators have resorted to heavier reliance on contractors as they have cut internal jobs, offsetting some of what they might save on staff wages. Labor costs, of course, also account for only a share of total operating expenses, previously reckoned by Moody's, the ratings agency, to be about 25% for the average European telco. Even a 10% reduction in staff numbers is likely to have only a minor effect on margins. But with so little prospect of sales growth, operators are eking out whatever gains they can.

https://www.lightreading.com/ai-machine-learning/at-t-and-verizon-cut-17-700-jobs-in-2025-with-ai-in-its-infancy

With AI, employees can upskill within a month, while some managerial roles struggle to adapt. From a business standpoint, restructuring management layers can be more effective than laying off employees who are quickly learning and delivering value.

Entire Workspace Team GONE along with 50% of the Apigee team globally (now reporting into regions hence various mgt roles gone) adds up given the new hire HC in AI roles!

Going to be a large number of Microsoft layoffs announced soon.

Someone on here said something about usage of ai is going to be a performance metric for 2026 for everyone. Like how does this work? Anyone know yet? I did hear someone on my team today mention this but doesn’t know details.

Long thread on reddit, wallstreetbets subreddit, link below:

Many commenters interpret the reported layoffs and asset sales as signals of underlying financial strain, not proactive optimization. The scale of the cuts is repeatedly cited as abnormal and alarming.

• “That seems like a really bad situation. Firing 20-30k employees is no joke just to generate cash.” ( u/labowner85 )
• “They have to cut 30k jobs and sell cerner because they are massively in debt and in danger of going bankrupt, even before the OpenAI deal.” ( u/sirzoop )
• “What the fu-k lol, they are gonna start liquidating the business to fund a business that is not profitable and has no road to profit.” ( u/Any-Tennis4658 )

Several users argue that layoffs do not actually solve liquidity problems and may worsen execution risk.

• “How does firing people generate cash? Sure your expenses lessen but the people working are also the ones generating income.” ( u/flyingGameFridge )

One of the strongest consensus themes is that Cerner is widely disliked by clinicians, engineers, and former employees. Many believe it is obsolete and losing to Epic and other competitors.

• “Used Cerner my entire career. Switched to epic with new job. Good lord is Cerner so outdated.” ( u/dahhello )
• “Cerner was trash before Oracle ever thought about acquiring the company.” ( u/Futbalislyfe )

Former Cerner employees describe a steep internal decline tied to outsourcing and leadership changes.

• “Then they started outsourcing QA and then SWEs. Quality went to sh-t.” ( u/Specialist_Fan5866 )

Some comments allege serious patient safety risks, especially in government deployments.

• “Cerner has literally KI-LED people. There's this thing called the ‘unknown queue’ that will just randomly su-k consults and tests away from the patient and send them into the ether.” ( u/1877KlownsForKids )

The dominant belief is that Cerner has little resale value and few willing buyers.

Many commenters express deep skepticism about OpenAI’s business model and the logic of massive capital commitments to it.

• “Open Ai? That non profit turned for profit that hasn't made a profit?” ( u/Lonely218 )
• “I don't see a path where Open AI makes money.” ( u/PDX-ROB )

Several users frame the situation as sunk cost fallacy or a circular financial scheme.

• “OpenAI NEEDS to be successful. They have already given so much money.” ( u/ChaseballBat )
• “Everyone ‘invests’ in openAI. Then openAI just hands the money right back to them as ‘revenue’.” ( u/Shawn_NYC )

The prevailing view is not anti-AI in principle, but anti-valuation and anti-timeline.

Larry Ellison is frequently portrayed as reckless, politically connected, or driven by ego rather than operational discipline.

• “What do you expect it’s Larry Ellison.” ( u/snowsnoot69 )
• “Oracle destroys everything they touch yet they print money.” ( u/virtualGain_ )

Some comments imply political influence or favoritism in AI infrastructure decisions.

• “No coincidence all of sudden White House now decided to support AI data center rollout.” ( u/Dmoan )

Others argue Oracle is abandoning its strengths.

• “They’re selling off the family silver to stay sub scale in AI.” ( u/blufin )

A smaller but more analytical theme explains Cerner’s historical profitability as a function of switching costs, not merit.

• “Once hospital systems are locked into an EHR software it is extremely costly to switch off.” ( u/mangofarmer )

Commenters note that this lock in is weakening as Epic consolidates market share.

• “All healthcare charting is going to end up being Epic anyway.” ( u/Federal-Dingo-6033 )

Some users extrapolate Oracle’s behavior into a macro narrative about systemic risk, debt, and speculative excess.

• “Entire US economy is one jenga tower right now.” ( u/defeated_engineer )
• “When this circular Ponzi scheme comes to an end, it will make the Lehman brothers a footnote in history.” ( u/Sweet-Mechanic4568 )

These views are less frequent but articulate deeper anxiety beneath the humor.

A small number of commenters push back against the overwhelmingly bearish sentiment.

• “Bullish. Anytime you see these mega caps cut jobs it’s bullish. Bearish for society. Bullish the stock.” ( u/HighlightFeeling4118 )
• “Much as we all may dislike the news. Bullish on Oracle.” ( u/LiveFreeOrRTard )

A few users defend Oracle or dispute claims about its financial position.

• “Many false claims about Oracle, and its debt in this article.” ( u/CryptoBoy-007 )
• “It’s good for cerner to be sold and leave Oracle.” ( u/sk169 )

  https://www.reddit.com/r/wallstreetbets/comments/1qrpe22/oracle_may_cut_30k_jobs_and_sell_cerner_to_fund/

Looking at this article: https://www.indmoney.com/blog/us-stocks/oracle-layoffs-30000-employees-to-lose-jobs, here are the roles most affected by the upcoming layoffs:

Who Will be Impacted By Oracle Layoffs?

The layoffs are expected to primarily impact legacy software roles and overlapping support functions, while AI, cloud, and core enterprise teams are likely to remain relatively insulated.
Roles likely to face pressure

Legacy on-prem software support
Overlapping management layers
Non-core operations tied to older product lines

Roles likely to be protected or expanded

Cloud infrastructure engineering
AI and machine-learning teams
Enterprise sales and client delivery
Security, compliance, and data governance

This points to a reshaping of the workforce rather than a retreat from growth.

Dear Mr. President,

I am reaching out to you today to share with you, my story. I work for The Cigna Group as a programmer. Last month Cigna decided to terminate 100's-1000's of our Doctors, Nurses and talented technology employees - Recently Cigna agreed to pay a 600-700M "charge" and has decided to terminate 7,000-15,500 full time employees and offshore their work investing heavily in a new "Hyderabad Innovation Hub" "HIH located in India. They think terminating and eliminating US workers to pay for David Cordani and Cigna's Executive leaderships poor decisions is acceptable.

Recently I have begun learning AI automation and wanted to share my idea how to protect America's work force from Outsourcing and offshoring our jobs to other countries. I think if you were to post draft of an Executive Order or a new article on TS saying my administration is reviewing options to create a new executive order protecting American Patriots work force, stating if Corporations like Cigna plan to move US workers "jobs" to India or other foreign counties they should plan on paying HUGE new tariff\tax or fee on the US healthcare data that originates in the US to be sent overseas. Expecting US Patriots to train the offshore company to "Transform, Manipulate, Re-Work" the data and then send it back to Cigna (or other corps in the US) to then send to their clients like the NFL, Disney and Amazon - they should plan on paying a new ridiculous amount of money to be allowed to do this. It's not just Cigna it's all corporations are doing this and if we do not take actions to stop it - I predict we will lose Half of the US jobs in the next 3-5 years. It's a Major Threat to the US economy and imagine if we lose half the current federal tax income and Social Security will fail. Imagine half of America unemployed with no work homeless living in the streets - a real AI generated "GREAT DEPRESSION" is on the horizon.

I am not saying it should be illegal for corporations to offshore, but I think if they want to use AI Agents Modules and Tools to replace the American work force, they should have to do it located in the US with either HB1 or US talent. If they move this work offshore to other countries to save money, they should have to pay a huge penalty to do it. I think even if you posted a message on TS that we are looking at that your words would stop companies like Cigna in their tracks from moving forward until they learned more from your administration's policies on it. I would like to see you propose an executive order like "The Great American AI Patriots Jobs Protection ACT" laying out how we are not going to let US corporations outsource Americas data to other countries to re-work it and send it back to the corporations to send to their US clients without penalties.

I would like to see you mention directly if David Cordani (CEO) Brian Evanko (CFO) Kari Stevens (HRVP) this this is a new business model they should sell the Cigna HQ in CT and relocate the HQ to India and stay there. David and the ETL team can sell all their mansions in Simsbury CT and go buy palaces in India.

Please really think this through as I think this will go down as a Major Accomplishment in your legacy and would help the Mid-terms in November and for decades to come in the future. Remembered as first President to protect America's work force from AI development. The day you put a stop to this and standing up to protect the US Patriot work force.

I posted my story TS under my ID "IQ120s" this morning, but the TS admins banned my account for "spamming" under the terms of service section "8".

You might be our only hope, the person with the power to stop this potential AI Great Depression on the horizon and being able to avoid it and save America's work force.