#growth

We are going to blow past earnings and guide higher for the next quarter. It's up up and away from here for OT

Up 16% since the earnings dropped. Silly haters.

At this point everything they do is just laughable. They have budget to expand the leadership team but no funds for the people actually doing the operation work. We now have a ‘growth officer’, what’s next, a Head of extra growth?

I've over doubled my net worth in the past year while working at Xerox.

I'm not here to boast. I'm simply here to say that, despite job instability, you can set goals, improve your life, and grow your finances.

My salary is modest.

Attitude + Aptitude largely sets our Altitude. Toss in Focus and Perseverance and you have the formula for surviving a layoff and prospering well beyond it.

If I can do it on my salary, anyone can. What Steve does or doesn't do doesn't affect me anymore - and, frankly, I couldn't care less. I took from him his power to hurt me.

Anyway, I pray that everyone here has an awesome year. Let's nail our 2026 goals while Xerox sinks.

Progressive recently released its Dec 2025 earnings and they continue to put the smackdown on SF!

Progressive gained est. 352,000 autos in December, SF lost 15,000 vehicles in December

Progressive grew by an estimated 5,447,000 vehicles in 2025, SF grew only an estimated 536k last year

How on earth does Bandy have the cahoonahs to classify the Lexmark revenue as ‘growth’ when reporting the results - is there not something in the SEC rules that stops this.

In Xerox they have classifications for two types of revenue : N&A ( New & Add ) and E&R ( Extend and Renew ).

Take the example of today’s earnings call, a certain UK grocer customer is called out as a great success for ‘New’ business for MPS and Print Room, plus GI in the print space.

However, this grocer was the largest UK customer by revenue until they cancelled the contract last year ( had the contract since mid 2000’s ).

So HOW is the ‘NEW’ business ?

The world has gone simple. Most reporting I have seen today is bought in to the revenue growth narrative. Q4 25 LEX in, Q4 24 LEX out. That is not growth. XRX stand alone has a 9% revenue decline. Would love to see the LEX YOY amounts. We live in a world of twisted truth.

I believe that the SAP stock will only rebound when Julia White returns as CMO.

This shake up may require more re-trends to return to SAP in order to right the ship.

Employment strength is a key factor for the 2026 housing market. Zonda identified top employment markets to watch for 2026. These markets show strong employment growth and capital investment. Charleston, Columbus, and Raleigh are among the top markets. These areas are expected to have strong future housing demand.

https://www.bellinghamherald.com/news/business/article314486190.html

I've heard that earnings and growth will surprise to the upside next week

Anyone else hear this ?

That single digit growth can’t sustain anything and you know it. So bids on when’s the next round!

It has been indicated, here, that upper management is responsible for a lack of growth caused by a lack of vision and innovation. Further, this lack of growth coupled with inflation causes reductions in the workforce (i.e., packages, attrition, and layoffs).

Blaming upper management for this situation is disingenuous. Any person at the company could have innovated on their own and brought about a different outcome. Management facilitated this possibility by providing Innovation Day for creatives to demonstrate their genius. The lack of effect implies little about management and speaks more to the dire lack of contributor capabilities.

It could have been a different world.

Lake mary is no longer being looked at for growth opportunities. Pittsburgh isnt safe either. Definite issues there. Texas is the new location being pushed thanks to BNYs newly obtained ex GS employees. Theres nothing like trying to turn your new employer into the old employer you ran away from.

Interesting choice of photos for the HR email. Five employees shown in four separate photos. All very diverse. So proud to be a part of such a diverse company that is so focused on DEI!

https://www.costar.com/article/1974163364/san-francisco-employment-growth-has-yet-to-turn-positive-despite-a-drop-in-layoffs

Oracle was focusing on being a stable firm. But most of responsibilities where around Oracle concepts like basic Java, Java EE and some opensource areas without much depth in technology or anything.
It doesn't shape the employees with challenges. It doesn't offer you a career trajectory. Doesn't makes you un-fireable (always keep you in fear). Your market value stagnates over years with 2% to 0% hikes.
It has made employees obsolete as the company is pivoting to different area.

How will the company look in two years, OT is still hiring lots all around the world at the moment

If the company was going to get smaller or fail then they wouldn't be hiring

So can we assume that we will get a bonus this year since the company has money to tear down and Build a brand new campus??

Seems like a lot of new in store Starbucks have been popping up (non kiosk). Is the goal to roll this out to most of the renovation stores that don't currently have a Starbucks in their mall? The Starbucks in my mall left during the pandemic so this would be very good for Macy's foot traffic

Many of their operations are ancient , but long since payed for . Al lot their growth is coming from crispi minis , which are chips .

https://www.asugsvsummit.com/video/the-magic-of-thinking-big-reaching-edtechs-massive-market-cap-potential-with-chip-paucek

Recent layoffs have impacted the workforce, yet Oregon forecasts steady economic growth and a 6% increase in jobs over the next decade.

Perhaps investors should look at one metric for the future growth of Croda, customer satisfaction. By the looks of the company’s news releases it has been since June 2022 that Croda has been awarded anything from a customer. In the June 2022 instance it was for sustainability efforts. It would be interesting to learn the last time they were even nominated for supplier of the year or similar by any of their customers. Customers do find alternatives, they do shut access to development programs, and don’t care if it’s the smartest science.

Verizon Strategic Growth Analysis: Competing for the Top Line
Note

This document analyzes Verizon's position relative to T-Mobile and AT&T as of late 2024/early 2025, focusing on strategies to improve top-line revenue.

Executive Summary
Verizon faces a bifurcated challenge: defending its premium user base against T-Mobile's aggressive value-plus-performance attacks while igniting new growth engines to match AT&T's fiber momentum. To improve the top line, Verizon must pivot from being a "utility" provider to a "platform" provider, leveraging its massive 5G Ultra Wideband investment for high-ARPU services in both consumer (FWA, Bundles) and enterprise (Private 5G, MEC) segments.

1. Competitor Landscape: The "Big Three" Dynamics
   Feature Verizon (The Premium Defender) T-Mobile (The Growth Engine) AT&T (The Balanced Builder)
   Primary Strength Network reliability brand equity, massive B2B base. "Un-carrier" value proposition, 5G mid-band spectrum lead. Fiber footprint + Mobility cross-selling.
   Top-Line Strategy Yield over Volume. Focus on ARPA (Account Revenue Per Account) via "myPlan" upsells and perks. Strong FWA push. Volume + Value. Aggressive net adds (Postpaid), attacking rural markets, and entering fiber via JVs. Convergence. Bundling Fiber + Wireless to reduce churn and boost LTV (Lifetime Value).
   Weakness Consumer postpaid net adds have historically lagged. Perception of "expensive". Lack of owned fiber assets (relying on partnerships/acquisitions like Lumos/Metronet). Debt load remains a factor; legacy wireline decline.
2. Strategic Pillars for Top-Line Growth
   A. Consumer Wireless: The "myPlan" Average Revenue Per Account (ARPA) Lever
   Verizon cannot win a price war with T-Mobile. It must win on value density.

Strategy: Aggressively migrate base to "myPlan" tiers. By decoupling perks (Disney+, Apple One, Walmart+) from the base rate, Verizon turns low-margin "freebies" into a recurring revenue marketplace.
Action:
Increase "perk" penetration to drive ARPA up by $2-3/mo per user.
Target the "Switcher Pool" with premium device on us offers only on the highest tier plans (Unlimited Ultimate).
B. Broadband: FWA as the "Gatekeeper"
Fixed Wireless Access (FWA) is Verizon's fastest-growing segment. It is the key to winning households where Fios doesn't exist.

Strategy: Position 5G Home Internet not just as a "cheap" alternative, but as a "smart home" hub.
Action:
Bundle Deeply: Offer significant discounts for FWA + Mobile subscribers to lock in the household (churn reduction = sustained top line).
SMB Expansion: Aggressively market FWA Business Internet to small businesses currently stuck on expensive cable legacies.
C. Enterprise (B2B): Private 5G & MEC Focus
Verizon historically owns the Fortune 500 relationship. This is the biggest differentiator against T-Mobile.

Strategy: Move beyond connectivity to managed industry solutions.
Action:
Private Networks: Scale "Network in a Box" solutions for logistics, manufacturing, and stadiums.
MEC (Mobile Edge Compute): Monetize low latency. Collaborate with AWS/Azure to sell "cloud at the edge" for real-time AI inference (e.g., computer vision in factories).
Public Safety: Compete with AT&T's FirstNet by leveraging Frontline's superior mmWave capacity in dense urban centers.
D. Innovation: The API Economy
The industry is moving toward "Programmable Networks" (GSMA Open Gateway).

Strategy: Monetize the network ITself via APIs.
Action:
Sell "Quality on Demand" (QoD) APIs to broadcasters, drone operators, and gaming companies who will pay a premium for guaranteed throughput/latency slices.
Implement "Silent Authentication" APIs to banks for fraud prevention (replacing SMS 2FA), creating a high-margin B2B2C revenue stream.

1. Summary of Recommendations
   Stop chasing empty calorie net adds; focus on High Value adds who take phones + watches + home internet.
   Accelerate the "Platform" narrative: You aren't just selling data; you are selling the ability to run real-time AI at the edge.
   Defend the Enterprise Moat: Use Private 5G to make Verizon indispensable to industrial operations, locking out T-Mobile.

Consolidate all production under the Asia region and aligning reporting into a single Manufacturing hierarchy could improve speed, clarity, and execution.

Follow up from my post yesterday. Today my team was destroyed, as were many.

Years of building, growth, and success right down the drain. Top performing reps sent to unemployment right before Christmas. Meanwhile, mo--ns and failures keep their jobs. It's not about layoffs, it's about making horrible decisions and then executing poorly on those decisions.

This company has become an utter disappointment. We immediately bankrupted our culture, integrity, and brand as soon as we win the war. T-Mobile is showing their true colors, and it's as disgusting as it is disappointing.

We hear the new CEO from his Dec 5th call but what’s next on the roadmap? When in the timeframe that Verizon will again see growth after the Nov 2025 mass layoff? Is Dan really the CEO that can accelerate the change? I wonder.

Check-out #2 on the list. . .

https://time.com/7333715/best-companies-future-leaders-2026/

We all get it that NGL is a major growth area, but the associated gas is not a focus considering that we are selling off natural gas pipelines. When are we going to acknowledge that the Colorado assets are way too capital intensive to maintain. DCP d-mbly lead the short term build out in CO but ignored the consequences of the ever present air regulations.

Everyone else is in a hiring freeze but the engineering group in Rancho Bernardo is seriously picking up with more than 22+ open positions open. Everyone keeps dooming on this place but I only see growth

"That 25% of non-core business, including SMB and consumer cybersecurity, DevOps, and analytics, is going to be a hole worth almost $1.3 billion to fill however, so the shrink to grow strategy better work, and the new CEO may need some patience given to them."

https://www.iteuropa.com/news/opentext-shrink-grow-strategy-may-mean-it-has-13bn-sales-hole

https://imgur.com/a/4AB5EjR

Up 10% you doom gloomers

Bell Canada says it's cutting approximately 690 employees, mostly managers, to help reduce debt and drive growth. The cuts follow thousands of company layoffs last year.

https://www.cbc.ca/news/business/bell-jobs-layoffs-9.6986533

Recently hired in a new store. I overheard the GM talking to suits that were here. Basically saying end of year is looking neat and some large clients would be coming back next year.

Bryan appears to either be simple-minded on his approach to running SOLV (into the ground) or being directed by a higher power or deity who has no idea how to run a HC company (Peltz). Either way, he has once again proven that the GE style (Welch, McNerney, Nardelli) of "leadership" simply emaciates a once-strong company into a parceled mess of unrelated businesses waiting for a spin or break-up.

Thankfully, I got to leave during the Covid wave of layoffs and enjoy retirement and coffee mornings on the porch, but still care from time to time about what was left behind.

When Bryan was named CEO before the actual spin and gave his first townhall, people on this board sounded so optimistic, which made sense since Roman was a complete buffoon as CEO. Not sure if he talked much about actual strategies for growth and investment or he just used soothing words and bubblegum phrases to get people to like him, but the shine has clearly worn off.

Annual layoffs, as occurred at 3M under Roman and now at SOLV, only prove you have either NO long-term strategy except for HOPE or you have a strategy that changes faster than the weather in Minnesota every spring and fall day. Either way, Wall Street has (finally!) learned that such a "strategy" is a loser and has kept SOLV stock changing mostly sideways while the SP500 is up over 15%.

Having read a few of the public SOLV releases to shareholders, it appears that SOLV is not likely to have any major runout during Bryan's term. NO long-term growth = no long-term ROI. He has never indicated either to employees or Wall Street what his plan is to reduce the massive debt 3M left in his mailbox. He is the antithesis to Lee Iacocca who earned $1 per year and potentially worthless stock options while flying commercial to DC to lobby for loan guarantees.

Perhaps the only strategy that will work is a series of mergers and spins with other HC companies to spread the debt across multiple companies, hopefully stronger and run for growth. But where would this leave Bryan and his guaranteed 40 million per year? That's the sting! I'm convinced a McKnight CEO would quickly be forced out by some activist investor wanting a quick return for their buck like Peltz.

If there's any consolation, Peltz is basically sitting on dead money with 600+ million invested, almost zero gain on the stock price, and no dividend for perhaps years to come. No wonder he keeps pushing for more layoffs. But the layoffs people talked about this week appear to wiping out business critical roles that will only hurt SOLV and help the competition.

Sorry to hear about this 2nd round of Holiday layoffs. The people at 3M/SOLV deserved much better than Roman, Hanson, and Brown.

Cisco had an incredible quarter.
J2 has righted the ship hyperfocusing on AI Infrastructure

Is this attainable given top line decline rates are 9%

MW is promising something like 12% production increases per year to account for production declines and well failures.

Is this doable or will more companies need to be purchased?
Possibly a Permian Pure Play, and a multinational large independent

I’m only a few days out from Wells Fargo, and the feeling is nothing short of liberation. After years of toxic management, mind games, tricks, and the constant drain of unhealthy dynamics, I finally feel like I can breathe again.

What I’m curious about—and what I’d love to hear from this community—is how others have experienced life after Wells. Have you noticed your mental health or physical health improve once you left? Do you feel lighter, healthier, or more yourself in a new company compared to the environment we endured here?

I’m also wondering about comparisons. For those of you who’ve worked at other money-center banks or big financial firms: is Wells Fargo’s toxicity truly on another level, or is it just a variation of the same culture across the industry? What feels different about Wells compared to other firms?

For me, asking these questions is part of healing, curiosity, and looking forward. Understanding how others have rebuilt after leaving helps me realize what’s possible—and reminds me that liberation isn’t just about escape, it’s about growth.

Would love to hear your thoughts, stories, and comparisons.

TDC crushed Q3 with Total ARR of $1.490 billion, an increase of 1%. 1.49 billion seconds is 47.2 years, that's an enormous figure when you really think about it. Up 11% in public cloud ARR! Hands off to each and everyone here who put their best foot forward and never stop believing in yourselves, this is a shared victory.

The direction of our cloud services is going to spearhead strong growth to 2026 onwards! We didn’t just turn the corner, we built the road. Mic dropped