#leadership

bravo you accomplished crooks and used car sales men !

This African proverb explicitly warns that in an emergency, you have to stop trying to "be right" and start trying to survive. If you keep bickering, you’re essentially choosing to allow the house to burn down just to win the argument. This is the perfect depiction of what is happening at BNSF and everyone is playing right into it. Managers against employees. Employees against managers, Employees against employees, managers against managers. HUGE Trust issues. Is this a huge daycare??? The competition loves how BNSF is having its managers go after their employees and pitting everyone against each other. "A house divided against itself cannot stand" -Matthew 12:25 The leadership is probably the worst i have ever seen. If you want to thrive, take Buffets advice and "Stop writing people up" Even he saw the ridiculousness in the way it was being ran. Looks like its gotten worse unfortunately. So glad I left that toxic place. Never in my life did I see more people against each other than at the bnsf. That culture shift starts at the top. If you want your company to change, then YOU have to change.

Once again, they're going after veterans, experienced folks, quick thinkers, and problem solvers. Exactly the people teams need to function. You could almost believe they don't care about the company's future. And they don't. As long as the top and the shareholders get their value, nothing else matters. I just wonder when the bottom finally gives out.

Nike leaders keep saying that they are flattening the org to keep things simple, but GT is still a mountain of management.

If most employees still have 2 layers of managers, 2 of directors, 3 of VPs, and 2 of C-suite leaders, what exactly was 'flattened'?

https://www.pressdemocrat.com/2026/05/07/medtronic-leaving-sonoma-santa-rosa/

AVE in Santa Rosa literally helped build the coronary and SH business for medtronic, otherwise they would be still selling just batteries

It’s very sad what they did to Santa Rosa over the years. I started my career there and spend 10 wonderful years it su-ks that GM and his bunch of cronies will keep buying more houses in Florida and Hawaii while the average people with kids and mortgage lose their jobs.

GM has to be the worst CEO in this company’s history. Great job GM

Today I came to a realization that Medtronic has lost its heart that made it what it once was. The mindsets to get ahead now are more in line with wall street (wolf of Wall Street reference) than with a company who gives people a second chance at life. Try to model a different leadership style or speak up and well….

Frontier did a round of lay-offs today. Not sure if company wide or just IT. A lot of senior leadership leaving. Off the books by June 5th.

At AT&T, I’ve come to understand that the true path to long-term success isn’t just about individual performance—it’s about alignment, proximity, and shared commitment to the mission. For many of us who have advanced in this company, moving closer to the operational and strategic center in Dallas has been a turning point in our careers.

I made personal sacrifices to climb the ladder of success—leaving behind familiarity, adjusting to new routines, and prioritizing the demands of the role over comfort. Those decisions weren’t easy, but they created real opportunities for growth, visibility, and collaboration that simply aren’t as accessible from a distance.

Dallas represents more than just a location; it represents focus, teamwork, and accountability. Being physically closer to leadership and cross-functional teams strengthens communication, accelerates decision-making, and reinforces the shared obligation we all carry to deliver for customers and for each other.

From a business perspective, this alignment matters. When teams operate with tighter coordination and fewer barriers, execution improves. That kind of operational efficiency and cohesion is ultimately good for performance—and by extension, supportive of long-term shareholder value and stock strength.

In that sense, moving to Dallas isn’t just a personal career decision. It’s a commitment to the broader team, to the company’s direction, and to building a stronger, more unified organization.

Even our doctor is getting replaced with a Indian. Seriously, how is the mental health at this company? Every coworker i know in the past doesn't talk any longer, its like everyone is zip. Absolute worst company, and worst treatment of humans of any company i've ever worked.

Another round of layoffs planned for the first of next week. Nice job Marcus, what a visionary!

This feels lame. It was clearly prepared and just a long running poor AI voice reading. How can the CEO do that? The head of our company cannot speak at the earnings call?

Just because you hate someone doesn't mean they live in your head rent free. Jeff Clarke is a proven useless id1ot! It's an acknowledgment of fact, nothing more. More people should acknowledge truth and fact rather than burying it and wondering why nothing ever changes for the better.

Digital team was bracing for an impact .. hardly anyone impacted. It was surprising given how much Dan hates our digital experience.
All 3 layers of directors are intact before they hit working level team.

I read on teamblind reports that another former Apple Cobbler Senior Manager left the Skunk works. By the sound of it they were axed not voluntarily left on their own and no replacement announced sounds like corp. restructuring. DF was the first domino, wishing my CA colleagues the best. Polish your resumes!

If you look at DH’s plan, and the way he speaks on earnings calls, he is copy/pasting from a playbook from Nike.

Hire a bunch of Mckinsey consultants to ruin the bank.
Then hire said consultant to become CEO to "revive" the bank.
Corporate America is such a peculiar place.
You can't make this stuff up if you tried.....

Video with Gunjan:
https://www.wsj.com/video/us-bancorp-ceo-on-reviving-a-banking-icon/88A15F0D-41C8-4511-A4F5-9954AE1833AA

listening to Chris Stansbury talk about his race car while at the same time talking about shutting down legacy telecom along with our jobs is really quite amazing. He gets the gold and we get shafted.

What Current CEO Mike Lyons Actually Said
This is the most damning confirmed piece. When Fiserv's Q3 2025 earnings collapsed and the stock fell 40% in a single day, the new CEO didn't soften the blow — he pointed directly at his predecessor. Lyons said that Bisignano's earnings targets "would have been objectively difficult to achieve, even with the right investment and strong execution." But instead, Fiserv had in recent years deferred needed investments and cut costs in pursuit of shoring up short-term profit margins. Congressman John Larson
That's an extraordinary statement from a sitting CEO about a predecessor — essentially a public acknowledgment that the financial targets set under Bisignano were, at minimum, reckless and perhaps deliberately unachievable.

The Clover Manipulation Allegations
Multiple class-action lawsuits lay out a specific and detailed mechanism of alleged fraud:
The company began phasing out Payeezy in 2023 and "forcibly migrated" as many as 200,000 merchants that had been using the older system to Clover beginning in late 2023 and continuing through the first half of 2024. Yahoo Finance
The company reported $2.7 billion revenue from Clover on gross payment volume of $310 billion for 2024, "accounting for half of Fiserv's year-over-year revenue growth." Little did investors know that the numbers were being boosted by forced migrations, the lawsuit alleges. Greensheet
The specific deception alleged is that Bisignano told investors the opposite was true. Bisignano stressed that 90% of Clover's growth stemmed from new merchants, with only 10% from "back book" conversions — existing clients voluntarily switching. The lawsuits allege that was materially false. Zlk
Shortly after these conversions, a significant portion of former Payeezy merchants switched away, which is why Clover's growth metrics collapsed so sharply once the migration pool dried up. Rosen Legal
The truth came to light on April 24, 2025, when Fiserv reported Clover's payment volume grew just 8% in Q1, a material step-down from 2024 growth rates of 14–17%. After the news, Fiserv stock dropped 18.5%. It dropped another 16.2% the following month after Fiserv said Clover's slow growth would persist through 2025. TipRanks
The class action was filed by the City of Hollywood Police Officers' Retirement System and names Bisignano, Lyons, CFO Robert Hau, and Chief Accounting Officer Kenneth Best as defendants. Fiserv has said it disagrees with the claims and will vigorously defend itself. BizTimes

The Stock Sale and Tax Benefit — The Numbers
Upon his confirmation to serve atop the Social Security Administration in May, Bisignano divested from his investments in Fiserv, as required by law. Those sales netted an estimated $530 million. GovExec
Bisignano sold Fiserv stock between May 16 and July 1. The same shares today are worth just $229 million — meaning that selling earlier in the year avoided losses of approximately $300 million. FA Magazine
And crucially, the government ethics rules created a significant tax benefit on top of that. In May, he was granted a certificate of divestiture, deferring capital gains tax on the Fiserv sales provided he invested the proceeds in approved assets such as Treasury bills or broadly-based mutual funds. This provision allows him to indefinitely postpone capital gains taxes by reinvesting the proceeds in other assets. The deferral also included an extra 150,000 shares worth $25 million held by his wife and in family trusts. FA MagazineYahoo Finance
This tax break, part of a loophole installed in the 1990s, has previously been granted to other high-level appointees like billionaire banker Howard Lutnick and former Treasury Secretary Henry Paulson. So the mechanism itself is legal and established — but the timing and circumstances here are what drew scrutiny. Yahoo Finance

The Congressional Referral to the SEC
This escalated beyond advocacy groups. Congressmen Larson and Himes formally referred the matter to the SEC, requesting an investigation into the circumstances surrounding the financial reporting of Fiserv during Bisignano's tenure and the timing of his required stock divestiture. They wrote that "the timing of Fiserv's updated guidance and resulting collapse in Fiserv's stock price raises significant questions about the timing of Mr. Bisignano's nomination and confirmation." Congressman John Larson
Senators Wyden and Warren separately wrote to current CEO Mike Lyons demanding information, noting that "Mr. Bisignano appears to have failed to manage Fiserv effectively, and may have misled investors and the public about the company's financial status." PSCA

What Is Confirmed vs. What Is Alleged
To be clear about the legal landscape:
Confirmed facts: Bisignano sold roughly $530 million in stock between May–July 2025. The stock subsequently collapsed 40%+ in October. His successor publicly said targets were unachievable and investments were deferred. A certificate of divestiture was granted, providing substantial tax advantages. Multiple class-action lawsuits have been filed.
Alleged but unproven: That Bisignano knew the true state of the business when he sold. That the Clover migration was specifically orchestrated to inflate metrics and mislead investors. That the timing of his government nomination was connected to knowledge of impending stock collapse. Fiserv has denied all allegations and is contesting the lawsuits.
Under investigation: The SEC referral means there is at least congressional pressure for a formal investigation, though no SEC action has been publicly confirmed.

The Broader Pattern
What makes this situation particularly notable is the convergence of several things happening in tight sequence: an improbable government appointment, legally required divestiture at near-peak prices, a tax-advantaged structure that deferred hundreds of millions in capital gains, guidance that the new CEO immediately described as unreachable, and a stock collapse that followed within months. Whether that sequence reflects wrongdoing, extraordinary luck, or some combination remains to be determined by courts and regulators — but it is, at minimum, a fact pattern that warrants the scrutiny it's receiving.

This is the periodic reminder that while L and D field advisors are performing well the same can’t be said for their leaders and so called directors who don’t do much of anything.
This bad performance starts with Tractor Man and goes all the way down.

I have been in the company > 5 years working in various Orgs. This migration to O365 and Sharepoint has been a disgrace. Google sheets and Looker dashboards all losing functionality and requiring work. And having to run every tiny piece of work through the weeds of Planview.
How is this improving our company?
How is this improving collaboration?
Sorry for the rant and it might be off topic. BUT THIS IS A SHAMBLES.
When will the leaders be held to account instead of the poor workers dealing with their mess?!

• More layoffs
• More AI spending
• Very high turnover
• Free cashflow problems
• AI replacing junior workers
• Reorgs everywhere
• URA / Stack ranking
• RTO/RTT/RTH
• Fake accommodations for disabled employees
• Missing senior leadership

Why does FIS take on the responsibilities for funds outsourcing their Transfer Agent (TA) and then do a cr-ppy job a la Franklin Templeton? Eager to sign the contract, woefully unprepared to fulfill its terms. Every move of FIS senior leadership is based on the short term. It's creaking along robbing Peter to pay Paul on the bottom line. When they fail to meet the terms they have to pay huge penalties. It's the same mistakes over and over.

Theres a phrase i keep hearing around Fidelity lately.,. usually said quietly between meetings ... or dropped into side conversations when nobody senior is around... "this place aint what it used to be." i don’t even think people say it with anger anymore. mostly it sounds tired. like people have repeated it enough times that it stopped feeling dramatic and just became accepted reality. Ive been here long enough to remember when fidelity actually felt different, and no, i’m not pretending it was some magical workplace where everybody skipped through hallways smiling at each other because obviously it wasn’t... nope. there were always POLITICS, red-tape/bureaucracy, sh-t leaders, pointless meetings, all of that existed back then too... but there used to be this fine sense that leadership at least understood employees were human beings first and workers second. there was a ton of fu--ing pressure, absolutely! but there was also trust... We all felt like they were contributing to something stable. Managers could actually manage. we believed hard work mattered. loyalty certainly mattered. relationships mattered and were meaningful. now it feels like everybody spends half their day trying to decode silence instead of listening to actual communication...

The communnication piece is probably what changed the most. Every reorg comes wrapped in this crazy vague language. Every Townhall somehow manages to say nothing (while making everybody more anxious and pi---d at the same time). Lies galore. Official updates feel so carefully polished that people stopped trusting them many, many, many years ago. you can literally feel employees trying to read between the lines during leadership calls because nobody believes they’re getting the full story anymore. and maybe leadership thinks uncertainty protects the business, maybe they think controlled messaging prevents panic, i don’t know... but what actually happens is people create their own explanations. Rumors (and all these posts on layoffs.com) become more believable than official statements because at least rumors feel emotionally honest... Morale drops because employees feel trapped in this permanent state of ambiguity where nobody knows what’s happening until it’s already happening. some of the strongest mgrs i know look completely drained and fu---d up now. They’re expected to reassure teams about decisions they had no role in making. they deliver messaging they clearly don’t believe in themselves. Not a little bit... Middle management at Fidelity increasingly feels like emotional shock absorbers for exec decisions...

then there’s the RTO situation... which I think broke something culturally that execs still dont fully grasp. this was never just about commuting. that’s the part they seem to miss every single time they talk about collaboration and culture and hallway conversations and whatever other corp sh-t buzzword gets recycled that quarter!! during hybridwork, people rebuilt their lives around the expectations the co itself created... families adjusted. people moved. some employees finally found balance after years of burnout... it was something new. and the thing that frustrates people most is we already proved the work could get done. productivity stayed as high as it's ever been. teams just worked, things clicked... clients were supported and notobdy was complaining... bus performance remained strong.. then suddenly the messaging changed, but leadership rarely explained why. instead we got carefully managed language, vague references to culture, soft pressure, badge tracking, attendance monitoring, and this growing feeling that presence became more important than contribution again. people notice when trust quietly gets replaced with surveillance...

what makes all of this harder to swallow is that fidelity is still successful. the company performs well. leadership talks about growth constantly. and yet employees feel less secure than ever?? that disconnect changes people over time. you start seeing high performers emotionally detach because they realize performance alone no longer creates safety. long tenured employees feel disposable. loyal employees feel disposable. everybody starts understanding that no matter how much they contribute, they’re still ultimately just another line item during workforce planning discussions somewhere behind closed doors. and once employees internalize that reality, culture shifts permanently. people stop investing emotionally and stap talking truthfully. we preserve energy for life outside work because deep down they no longer believe the company will protect them in return. i don’t even blame them anymore.......

the strange thing is the best part of fidelity still exists, and it’s mostly the people working beside each other every day. coworkers still help each other. teams still carry impossible workloads together. managers still quietly shield employees when they can. some of the most thoughtful, intelligent, genuinely decent people i’ve ever worked with are still here, trying their best inside a culture that increasingly feels transactional and emotionally distant. ironically, i think peer level empathy is the only thing keeping parts of this company functioning normally right now. NOT the culture slides... also - not the branding campaigns. not another executive speech about values. just exhausted people trying to support other exhausted people while pretending everything feels normal...

Maybe that’s what makes this whole thing feel sad instead of angry.

Cause I still want Fidelity to succeed. I think a lot of us do. People don’t spend this much time talking about cultural decline unless they actually cared about what the place used to represent. i just think there’s a growing number of us grieving a version of the company that made them feel human before operational... and once that feeling is gone, it’s impossible to rebuild no matter how many internal campaigns or leadership videos get released afterward...

long post huh. no matter what, i wish all the best and hope that, somehow, things will improve.

What’s your take on Lattice? Up until two years ago, we had a standard employee engagement survey. But in 2024, the feedback on management was so negative that leadership decided to pause it for a year. Now they’ve reintroduced things under the banner of Lattice—complete with self-evaluations and quarterly goal-setting. Are we digging our own graves?

How was the town hall? Did anyone have the guts to ask a real question or were they all softballs?

Posts on this site are personal reactions to what BNY employees are actually living through.

The feedback here is about executive leadership’s silence around McKinsey‑driven cost restructuring, real‑estate closures and consolidations, RTO used as a filtering mechanism, and a culture that’s become increasingly toxic and opaque. People aren’t imagining this; they’re documenting it in real-time.

When raises and bonuses are insignificant, when communication is intentionally vague, and when “efficiency” becomes a euphemism for unannounced layoffs, employees are going to talk — especially when leadership won’t. That’s why this forum looks the way it does. It’s not about traffic or ad revenue. It’s because BNY associates have nowhere else to get honest information about what’s happening behind the curtain.

If leadership communicated transparently, this board wouldn’t have to do the job for them.

this MF landed a package on the backs of Dell employees. He should be fired

He's got 28 under him right now, soon to be 29.

What's the endgame? What's going on?

The manner in which these layoffs were handled was atrocious and inhumane for both those affected and unaffected. The obvious lack of planning, the leak months in advance and the announcement right before the weekend are simply inexcusable and unkind. The buck stops with you.

The continued outsourcing of jobs to India from the very neighborhoods, county, city, state and country that supported you along the way and in which you freely operate today is simply no more than trading the livelihoods of your very own friends and neighbors for profit. Have you no shame or courage to do the right thing? Again, the buck stops with you.

Doubling down on Nike stock shortly before the layoffs occurred was truly in poor taste. Out of respect for those whose lives were going to be shortly upended, could one not have simply waited until after the layoffs to avoid the impropriety of having profited at the expense of those you once led? Does the character of a good leader allow one to take from the downtrodden and those who follow? Again, the buck stops with you.

But there is a catch. The buck stops with us as well. Your friends, neighbors and coworkers, past and present.

So when it comes time to measure your character and integrity as leaders? The buck stops with us. When we see you at the grocery store whispering while looking away in disgust, the buck stops with us. When we throw out our copy of Shoe Dog while mumbling “dou--e bag” under our breathes? The buck stops with us. When you experience imposter syndrome while pandering the same rhetoric off a teleprompter to the employees that make a fraction of what you do but actually do all of the work? Yes, you guessed it, the buck stops with us.

You can keep the company and the jobs but your legacies are no longer yours: they belong to those of us you continue to employ and abuse and the nearly 5000 lost over the last 3 years. We see you and always will, that’s your new legacy.

“Failed leadership characterized by a lack of character, competence, or care destroys organizational trust, often resulting in fear, high turnover, and toxic culture.” — AI Agent #212 - 2026

Any more disaster in RevOps? When will Nicole Collins get fired? She needs to go

Disney executives discussed potential future workforce changes. CEO Josh D’Amaro and CFO Hugh Johnston spoke on an earnings call. The company aims to build a "culture of efficiency." They plan to shift expenses towards content and technology. Disney is also exploring AI to improve operations and guest experience.

Burbank, California

https://deadline.com/2026/05/disney-layoffs-workers-ai-culture-of-efficiency-1236882815/

Why would T Mobile buy companies that are about to fail, hire their executives then use programs and platforms from those companies. This company went from last to supposed 1st doing things "the tmobile way" but some supposed brain said let's do things the Sprint and US Cells way now. Seems like they are trying save a sinking ship. All I need to do is last 9 more months or fingers crossed be laid off before then

It’s no surprise that in his first team wide comments since his disastrous all-teams, that he fell flat on his face again. From the cringy and unnecessary SNKRS comment to rolling out the same exact leadership structure that has accomplished zero over the last 18 months.

Tech deserves better than this clown. The guy is so out of touch. Meanwhile his whole org is ready for him to start talking about all the start-ups he’s worked at and actually accomplish something at scale.

What a joke. Suddenly GT leadership figures out GT operates in a fragmented way... Worse, They think moving pieces on a chess board will fix anything.
Hey JH of Corp functions and RA broadly, I still can't get anyone to help me with failing SAP system to system transfers. I've been aka raising visibility aka begging for support... Oh for 6 months now at least. As a downstream system we even have a solution. But no one from your team shows up or takes ownership. Because they don't care. Cross org cooperation is MIA at Nike.

• So leaders, fix the culture first! *
  Else you're just playing musical chairs and another layoff is imminent few months down the line because we will not deliver value with the status quo.

to all my fellow VTeamers, ever notice and wonder how some of those in their current roles got their jobs?

I smell DEI.

... and the number of cell sites probably tripled. In most cases, VZ will fire you quickly if you are not cutting it (and replace you with a contractor, not backfill). So if you have lasted over 3 years or so, you have shown you are adaptable and are getting your work done (excluding outliers who may be competent, but hard to work with, so should maybe be cut). But, in the Nov 2025 firings (they are not layoffs), MANY people with 10, 20 and some with 30 years of experience were kicked out. This shows the utter incompetence of VZ leadership. They have no idea how to run a long term business (kicking out the most effective employees to make a budget look better). Leadership looked at the cost of those employees and MAYBE whether they took an AI class here or there (even though there were no AI applications available for that particular job and still aren't) and made uninformed decisions. Completely CLUELESS. If/When an AI tool became available for those employees' roles, those people would adapt, just like they have done for 10, 20 and 30 years.

And for those very few people who talk about a lot of dead weight being cut, you are showing your ignorance. Of course there were a few employees who "earned" being cut, but you are delusional if you think you are somehow more valuable because VZ chose to keep you over someone else. You are just a line item on a sheet that was overlooked by some BOZO higher up.

Monthly reminder that it’s been 6 months since you stated the org changes will be announced “in the coming weeks”. You expect us to do our jobs in a timely manner yet here you are completely hidden and didn’t do jack sh-t. We don’t respect you, you’re only protected by your title. That is all.

Out: Monica Hammond (“retiring”)
Out: Chris Paul. (“Pursuing other opportunities”)
Out: Richard dalton (“pursuing other opportunities”)

Replacing Shobith Varshney. Not sure how the move is going to work itself out, given technology at Citi has a long way to go before it can be called as modernized. That would take a dedicated person

Anyway, I remember some who used to say David is Trim Ryan, given references to London but well... The position could also be a crown of thorns. Good luck to David either way

“I’m a true believer after what’s transpired in the last couple months that our commercial organization has absolutely ki-led it.” -GoGo