#leadership

Aerospace ISC senior leadership is operating in constant scramble mode, recycling old ideas instead of developing real solutions. They’re not even attempting to rebuild the slide decks or MOS frameworks — they’re simply pulling forward whatever was used years ago. HOS is the clearest example: if it had truly worked, sites would still be using it today.

Rather than listening to the people doing the work, they’re bypassing basic management‑of‑change discipline and issuing knee‑je-k directives with no data behind them. Every week brings a brand‑new ‘top priority’ metric — not because it drives improvement, but because it creates the illusion of action for the board. The pattern is unmistakable: constant metric churn, no sustained focus, and no measurable improvement. If the approach worked, we would see progress; the absence of improvement is the proof.

At some point, the new board of directors will have to acknowledge that the dysfunction originates in the first layers of executive leadership — and that nothing will improve until those tiers are addressed. The board must begin asking the hard questions and digging deeper to separate the leaders who can actually drive change from those clinging to outdated approaches and contributing nothing new.

This is an email I sent earlier today to all employees at Coinbase:

Team,

Today I’ve made the difficult decision to reduce the size of Coinbase by ~14%. I want to walk you through why we're doing this now, what it means for those affected, and how this positions us for the future.

Why now
Two forces are converging at the same time. We need to be front footed to respond to both.

First, the market. Coinbase is well-capitalized, has diversified revenue streams, and is well-positioned to weather any storm. Crypto is also on the verge of the next wave of adoption, with stablecoins, prediction markets, tokenization, and more taking off. However, our business is still volatile from quarter to quarter. While we've managed through that cyclicality many times before and come out stronger on the other side, we’re currently in a down market and need to adjust our cost structure now so that we emerge from this period leaner, faster, and more efficient for our next phase of growth.

Second, AI is changing how we work. Over the past year, I’ve watched engineers use AI to ship in days what used to take a team weeks. Non-technical teams are now shipping production code and many of our workflows are being automated. The pace of what's possible with a small, focused team has changed dramatically, and it's accelerating every day.

All of this has led us to an inflection point, not just for Coinbase, but for every company. The biggest risk now is not taking action. We are adjusting early and deliberately to rebuild Coinbase to be lean, fast, and AI-native. We need to return to the speed and focus of our startup founding, with AI at our core.

What this means
To get there, we are not just reducing headcount and cutting costs, we’re fundamentally changing how we operate: rebuilding Coinbase as an intelligence, with humans around the edge aligning it. What does this mean in practice?

• Fewer layers, faster decisions: We are flattening our org structure to 5 layers max below CEO/COO. Layers slow things down and create coordination tax. The future is small, high context teams that can move quickly. Leaders will own much more, with as many as 15+ direct reports. Fewer layers also means a leaner cost structure that is built to perform through all market cycles.

• No pure managers: Every leader at Coinbase must also be a strong and active individual contributor. Managers should be like player-coaches, getting their hands dirty alongside their teams.

• AI-native pods: We’ll be concentrating around AI-native talent who can manage fleets of agents to drive outsized impact. We’ll also be experimenting with reduced pod sizes, including “one person teams” with engineers, designers, and product managers all in one role.

In short: AI is bringing a profound shift in how companies operate, and we’re reshaping Coinbase to lead in this new era. This is a new way of working, and we need to leverage AI across every facet of our jobs.

To those who are affected
I know there are real people behind these decisions — talented colleagues who have poured themselves into this company and our mission. To those of you who will be leaving: thank you. You’ve helped build Coinbase into what it is today, and I am sincerely grateful for everything you've done.

All impacted team members will receive an email to their personal account in the next hour with more information, and an invitation to meet with an HRBP and a senior leader in your organization. Coinbase system access has been removed today. I know this feels sudden and harsh, but it is the only responsible choice given our duty to protect customer information.

To those affected, we will be providing a comprehensive package to support you through this transition. US employees will receive a minimum of 16 weeks base pay (plus 2 weeks per year worked), their next equity vest, and 6 months of COBRA. Employees on a work visa will get extra transition support. Those outside of the US will receive similar support, based on local factors and subject to any consultation requirements.

Coinbase prides itself on talent density. Our employees are among the most talented people in the world, and I have no doubt that your skills and experience will be highly sought after as you pursue your next chapters.

How we move forward
To the team that is staying, I know this is a difficult day. We’re saying goodbye to colleagues and friends you've been in the trenches with. But here’s what I want you to know as we move forward together:

Over the past 13 years, we have weathered four crypto winters, gone public, and built the most trusted platform in our industry. We’ve made it this far by making hard decisions and by always staying focused on our mission. This time will be no different – nothing has changed about the long term outlook of our company or industry. And most importantly, our mission has never been more important for the world. Increasing economic freedom requires a new financial system, and we’re building it.

The Coinbase that emerges from this will be more capable than ever to achieve our mission.

Brian

(Brian Armstrong)

Thoughts on what she’s done for the biz?

Anyone know anything about the head of financial crime investigations (TS), under BSA Officer JP?

Adnan stopped by and boy was that a waste of money and time! Fake smiles and selfies for everyone. Your lack ofsupport is not made up by these stupid visits! We are told to save money but Adnan is not holding back in his expenses! Dinner and drinks for the leadership team that could pay a weeks salary. Tip to executives no need to visit us

Morale is at all time low, teams are divided, some with connections travel to WDF and Palo Alto for All in on AI workshops and the rest become mere spectators of what’s next to come without any stake in decisions.

Joule for Work rebranding of Joule Studio was a big flop in the 2 demo sessions, not fit for Sapphire launch, buggy, slow and complicated like a typical SAP product. SAP has mastered the art of making simple things complicated and buying new companies to keep the revenue going.

This house of cards will fall soon and all the old investments will go bust from wdf oldies.

This leadership under Mike is just moving deck chairs on the titanic!

• expense out (severance)
• expense in (all the new SVP's making millions each from JPM, know nothing about payments, bank software or anything other than consumer and commercial banking.
  Lots of luck, stock price down another 8%, I guess is improvement over the last few quarters with stock down 20-40%.

worthless as a chocolate teapot but keeps pushing clueless idea and staff and patients have to deal with this! how many have to leave or be miserable before leadership hires people who have actually worked with patients in their clinics.... but carson welsh from quarterly mtg will come to collect 1.5 billion in 2027.

Is this the end of JJ or LisaP?

Intel swipes Qualcomm veteran of 25 years to lead client computing — Alex Katouzian jumps ship to oversee consumer CPUs and physical AI

https://www.tomshardware.com/tech-industry/big-tech/intel-swipes-qualcomm-veteran-of-25-years-to-lead-client-computing-alex-katouzian-jumps-ship-to-oversee-consumer-cpus-and-physical-ai

https://www.instagram.com/reel/DW0LhFsDk2L/?igsh=MTF1amN4a3FhNjFzNg==

Just a chance for SL to pat themselves on the back… no recognition to the teams that do the hard work.

I sometimes wonder how quickly leadership would rethink their expectations if they actually had to do this work themselves for even a few days.

This woman and ELT seem to be working non stop to find every way possible to make our jobs and lives harder on purpose for no reason other than greed and contempt for the very people that keep this ship afloat. Is there nobody at the top level that has the guts to stop this vicious woman before she destroys everything? Even the branches are not immune to her insane decision making. It's like she hates all of us and can't wait to sell us out.

What's your take away from the US Town Hall? Observations

Share your thoughts here.

Personally, I so appreciate hearing about our strategy from some dude who has only been here for six months.

L7s, L8s, and L9s have forgone years of experience and nuanced knowledge that their teams’ possess in favor of having their egos stroked by fluff words from a machine that placates whoever is prompting it.

Many people who have been on businesses and can advise on actionable things to make them grow are being gaslit, ignored, and essentially told “shut up and do as you’re told”.

Of course it’s understandable how and why a corporation thrives on hierarchy, but having leaders who are NOT experts in their field giving vague opinions with zero willingness to learn about individual business does not make sense from a business perspective much less a personal one.

They expect us to decode their ChatGPT strategy and do backflips and upheave our lives to mind read and materialize what even they don’t know. This isn’t just a tool anymore, gen ai is running this company.

Long gone are the days where we were guest obsessed and interacting with the our shoppers to understand their needs. We now create product to appease one or two people.

Praying for a wake up call to save this mediocre and spineless company. I used to love this job so so much. I want it to get back to the way it was when the guest loved us and WE THE WORKERS loved it here as well 💔

Come on, it been years since FP put out a great toy! Not sure who’s running design, but they should be held responsible.

to put out a statement that either confirms or denies this event if it is indeed true or just rumors.
It’s bad business keeping it out there it can shake investors too hearing about this. Everyone wants stability. Needs stability so transparency is paramount.

Maurice and is cronies no longer care about tenured, experienced employees. From now on there will be no promotional opportunities for supervisors and above of they are not located at a hub site. Even if you have worked for the company for over 20 years, if you live in Marion, you're sc--wed. No promotion for you. Apparently, only employees in hub locations are now qualified to promote. I'm deeply saddened that HCSC has become such a cr-ppy employer and thinks so little of those of us who have dedicated so many years to ensuring the success of this company.

I know it is normal that managers cut off communication with their laid off reportees. My manager was in touch with me on a personal note all of last week after I was impacted, but is now MIA; won’t respond to my calls or texts. This is my first time being laid off (my postpartum brain isn’t helping me think straight). My manager was once my coworker at Nike and we always had a good relationship outside the office, so I am trying to understand if there has been an explicit directive by Nike leadership to not be in touch with laid off employees.

With a heart full of appreciation, l want to say a BIG THANK YOU to our amazing CEO, Vicki Hollub. Thank you for all you did for Oxy’s employees. Thank you for more than doubling Oxy’s production and for your wisdom and foresight in lowering Oxy’s risk in the Middle East and increasing U.S. domestic production. You’ve reshaped Oxy to be a premier oil and gas company. You’ve taken the lead where others are afraid to step into. You are the first woman to Lead a major oil and gas company in the U.S and you didw a terrific job. You’ve also stabilized Oxy (no massive layoffs) which has allowed talents to focus more on their jobs rather than worrying each time the price of oil goes down. Words cannot express how much you did for Oxy as a whole. I wish you long life and the best in your retirement.

Title says leadership...should say LACK of Leadership.
With all thee
With all these laborer layoffs I have wondered where the leadership is.
Local...nothing...not even crickets.
General chairman is same as Local.
Now for the real question...NCFO President.
Mike "Jimmy Hoffa" Pistone! The son in law of previous union president that was "handed" this position. Hasn't been seen nor heard from since 2021.
And good Ole Travis Prethos is dry effn every laborer out there being a Union/Company man.
Time for change at the top.

Interesting take from Mastroberti Consulting.

Unfortunately, it fails to mention the cultural rot within the company and lack of leadership.

https://www.linkedin.com/posts/nike-branding-leadership-ugcPost-7456417724651593728-rd-P?utm_source=share&utm_medium=member_ios&rcm=ACoAAAPVOD8BUne0BRo2Kmc4QJlwiay3bWEfCtI

when you tell people at wprk you’re unhappy, you think you’re putting the co on notice... like, im a good employee, i’m telling you something is wrong so go fix it before i leave.

but that’s usually not how it works.

your boss tells their boss. then everyone starts asking what’s up... and maybe for five minutes it sounds like they care about the problem.

but then all of this always flips...

because the problem you brought up is probably happening under their leadership. so now it’s not “what do we need to fix?” all of a sudden becomes “is this person becoming a problem?”

then come the usual labels. you know them all...

ur not a culture fit. probably checked out. might leave anyway. maybe we need a backup plan, who's covering for him, who else knows her work, etc...

and now the thing you complained about is no longer the main issue. you are the main issue.

meanwhile you’re sitting there thinking they’re working on it. but behind closed doors, they are deciding what to do with you...

because fixing a broken system is hard. replacing one fu--ing unhappy employee is sooo much easier for them...

so before you tell them everything, just understand the game. rarely feedback leads to change but, often, it just tells them who to plan around.

stay safe.

New leadership, VP’s after J Hobg**d left.. made unnecessary work for Project Managers and Engineers! Don’t get suppliers rate ready, just make a new SIMS IMS excel sheet with 100s of manual entries, make only 5 POB purchase orders allowable from the beginning of the year, sending wrong supply signals to Suppliers, and then reversing course after procurement realizes pushing all the Purchase Orders to 2027, made all the suppliers say, “oh they don’t need the parts now, and slowed First Article process”! All because they wanted all the money available to show to investors on the books. So the VPs of procurement, planning and rate readiness delayed projects by their leadership decisions and will put it all on the Project Managers! The department cant focus on FAIR & if parts are delivered because they’re making new excel sheets with 100s of manual entries, and new PowerPoints with charts that takes focus away from getting parts produced! Project managers now also got to manage the production department deliveries! No focus on getting FAIRS done, just Directors and VPs focused on impressing the CEOs and getting a bonus and promotion!

We have Simon, the Mission CEO now. He is on the senior leadership team so at least we have a smart person in charge of things around here. I think the whole cloud thing is really going to finally take off!

I'll be brief - almost all of them are always performative, vague... overly scripted and fu--ing unable to execute...

Is MW the most un-American CEO in Chevron history or is he the most American with the way he's acting?

Especially the 50+ crowd. Then maybe a few slackers. But management/leadership titles? Absolutely safe.

And more next week? Is that the actual timeline? Just piecing together rumors and posts.
Good luck to everyone.

Hey Billie D! Let’s see how well the bank does this quarter coming up with lower productivity because you can’t adapt to modern time and need to save face with all of the real estate you purchased by displacing employees who could manage work life balance for once. How fun!! Can’t wait to hear about it!

Great article regarding the 7 years of CMS non compliance - all under Gail, Fiona and Gloria’s watch. Be clear this is not a difference of opinion on what it takes to be CMS compliant, I believe there were decisions made that it was easier to just fake it and see what they could get away; it was cheaper to risk non compliance than to spend the money to get the data in order. Why won’t they let Pete testify? Doesn’t sound transparent or ethical and it is not good leadership. The Board members who weren’t part of the FA stage need to hold those that were accountable and make some changes cause they are about to enter the FO stage.

https://www.healthcare-brew.com/stories/2026/05/04/elevance-estimates-935m-avoid-CMS-sanctions

Sounds like she was pushed out.

Is it just me, or this looks like an "AR role was not performing as expected, so we removed his reporting lines" with an over-enterprised envelope of "This is to be more aligned with markets"?
Is something going to really change?

Would they make them axe people on their team first, then they are cut? lol I want to be in those meetings

Will any one from top leadership look at the earlier comments about managers and directors. If things are not taken care it will damage more internally, things are not improving. We don't have a HR where we can complaint and help ourselves.

There are lot things which are being spoiled in the background. Some one has to come either from India leadership or US and resolve the cause

JOMO - The Joy of Missing Out —is the ultimate leadership flex. * It’s the joy of trusting your team to take "Total Ownership" of the talent lifecycle without you in the room.

Let’s stop rewarding "presence" and start rewarding "impact."
Who’s brave enough to decline that 4:00 PM "update" meeting and trust the team to handle it? That’s the BOLD standard.

#Leadership #JOMO

Wise words from our world class chro!!!

Lots of shuffling around of teams again and unfortunately losing some good people, then CTO is out on leave? What is going on?