#merger

If even then. I'm starting to get a bit optimistic that this whole thing could fall through in the end.

https://www.engadget.com/2222897/paramount-agrees-to-delay-warner-bros-merger-into-2027/

The timing on this is very interesting. . .
Plenty of money for more M&A. Buying their way to revenue growth continues. . .

https://www.techtimes.com/articles/321374/20260723/ibm-acquires-hrl-bring-silicon-spin-qubits-its-anderon-quantum-foundry.htm

Fifth Third Bank is laying off 234 employees at a former Comerica Bank operations center in Auburn Hills, bringing the company's Michigan job cuts tied to the merger to more than 700.

https://www.detroitnews.com/story/business/2026/07/22/fifth-third-bank-cuts-more-jobs-targeting-comerica-operation-center/90773990007/

This layoff is so-called cleaning house/overlapping functions....happens with mergers/acquisitions. Saw many heads hacked from top to bottom throughout my tenure and left voluntarily after 7 years.....could hear the axe being sharpened again. Turbulent times then....and still today. BUT so glad I moved on to a better/bigger life.

Heard that several companies are circling for merger / acquisition of FIS. This is the reason stock went from 38 to 41 as news was leaked and potential buyers stared accumulating stock from open market.
CapitalOne, Visa and Private Equity firm led by Silver Lakes partners have shown interest to buy.

https://www.therobarcher.com/p/fridays-court-hearing-could-shape

A coalition of twelve states, led by California Attorney General Rob Bonta, has filed a lawsuit to block the proposed $110 billion merger between Paramount and Warner Bros. Discovery. The states argue that the consolidation would reduce competition, leading to higher prices, lower quality content, and fewer opportunities for diverse storytelling in the film and television industry. Paramount has stated that the lawsuit misapplies antitrust laws and that they will vigorously defend the transaction. The Department of Justice had previously investigated and concluded the merger would increase competition. Industry observers note that smaller, independent filmmakers are already demonstrating market viability, challenging the necessity of such large-scale consolidation.

https://townhall.com/tipsheet/julia-cassidy/2026/07/13/12-democratic-states-block-paramount-merge-with-warner-bros-n2679342

www.reuters.com/business/finance/stripe-advent-offer-buy-paypal-more-than-53-billion-sources-say-2026-07-15/

• Offer represents around 28% premium to PayPal's Tuesday closing price
• Banks committed about $50 billion in financing for the bid
• Stripe and Advent would each hold equal stakes in PayPal

It’s been a year since Shell declared they were not going to make an offer on bp. And there have been almost no speculation about mergers or takeovers since then. This place must be so unappealing to the rest of the industry. Someone please just step up and do what need be done.

Logistics firm Fusion Transport LLC is planning to eliminate 79 positions at its New Jersey location. These workforce reductions are slated to begin on October 1st. The company offers a range of services including freight management and warehousing. Fusion Transport was established in 2019 through a merger. The impact on the Piscataway facility's future operations remains uncertain.

Piscataway, New Jersey

https://finance.yahoo.com/small-business/articles/major-middlesex-county-logistics-company-143942468.html?ref=biztoc.com

anyone hear if separation packages will be offered again? If yes, do we think the package will be any better than last time they were offered since they will be looking to get rid of many employees once merge is finalized (2 weeks for every year worked).

They keep talking about the majority of the minority vote being needed to merge DT and Tmo. So how would you do that if you knew the current minority would vote no? You push them out. How? Drop the stock price so people panic sell. Lay them off so they are forced to sell. Devalue the company as much as possible so a buyout must happen for the org to survive. Once DT acquires TMo, sell to starlink because the FCC can't block a german owned company.

The goal isn't financial success right now, it can't be.

Time Warner and should have left it alone. That was a gem of an asset that could have had significant growth but the SBC blockheads had to get their grubby paws into it and dirty up the punch bowl. You think about all the M&A over the years and what they botched, divested, ruined etc...The hubris for an SBC Telco Executive team to think they could do better than the entertainment talent of Time Warner. With AT&T Executives I see little to no connection with the masses of customers or the overwhelming majority of the employee base. I left 2+ years ago and it was the best decision I ever made. Those hanging around based on some mythical package they think they will get.....times have changed and those days are over.

How much do you want to bet that Fiserv does sell to those big banks but the deal still has Fiserv operating the network. Meaning basically nothing changes other than some money. This allows the banks to bypass the regulations and Fiserv keeps doing its thing. Imagine how difficult it would be to pull Star out of Fiserv at this point, I would say a minimum of 5 years to unwind that beast.

https://www.press-citizen.com/story/news/education/college/2026/07/07/iowa-city-based-act-sale-to-ets-follows-layoffs-losses-iowa-students-high-school-college-readiness/90823864007/

Will belk combine truck, merch team, housekeeping & fulfillment like Macys just started doing?

I highly recommend you research the original WP press release. Read it, then reread it slowly. It’s in the first paragraph. To add to that, Exhibit A Certificate of Incorporation of surviving Corporation. Agreement and Plan of Merger.

Ex Hess now Chevron employees please share with Oxy employees what to expect once CVX purchases Oxy. Any insight on who to outlast and survive?

Anyone have an idea of what the severance is looking like post merger. Senior leader hinted to our group 2 months ago it would be comparable to VSP and details would come out shortly. We have heard nothing since. Alex Taylor stated we would be proud of how they handled this merger and all they have done is kept us in the dark and guessing.

Just checking in to make sure everyone remembers that media over networks was absolutely the future. It was clearly the defining strategic vision of the decade, and there was never any reason to question whether combining a telecommunications giant like ours with one of the world's largest media businesses would create enormous synergies and long term value for both customers and shareholders.

The Time Warner acquisition was a masterclass in strategic acquisition. The strategy worked flawlessly, shareholder value soared, and the industry has been racing to copy the playbook ever since. It has become the gold standard for how transformational acquisitions should be executed. It demonstrates how 2 large companies can great enormous synergies when they come together. The only thing acquired faster than Time Warner was our confidence.

An article came out stating procurement and supply chain are being combined under one group now. We all know that this means more roles will be eliminated in the U.S. and outsourced to GCC in Mexico.

https://www.lightreading.com/network-platforms/bt-unloads-loss-making-international-unit-in-verizon-tie-up

Do we have money for this ?

Ed Whitacre handed over a Golden Goose to his replacements and they ki-led it. We lost our Dow status, drowning in debt, stock price declines and tarnished by failed mergers and other miscellaneous tangents!

He is here to do a job (merge this company with Deutsch Telekom) and that has nothing to do with your best interests.

Considering applying for a nice architect job there at WB, but merger has me hesitant

Los Angeles County released a report on the Paramount Skydance-Warner Bros. Discovery merger. The report estimates 2,495 local positions could be affected. This figure identifies roles exposed to consolidation, not a layoff forecast. The combined company would carry significant debt and seek billions in savings. LA County is developing a workforce action plan for these workers.

Los Angeles, California

https://www.smdp.com/la-county-report-flags-nearly-2-500-local-jobs-at-risk-in-paramount-skydance-warner-bros-discovery-merger/

How long do yall think before anadarko and Marcellus basins both get sold after the merger? Kimmeridge and Toms Capital are both very vocal on Devon leaving these assets behind, and Kimmeridge was supposedly a big factor on forcing Coterra into changes that led to the merger. Marcellus already has an 8 billion dollar offer on the table. Will this be Devon’s way of reducing the workforce and gaining capital back?

Anything going to happen besides top level management gone? New leadership July 1 but not a word about the rest of the peons.

Does anyone know if Deg is merging with business services, in IBEW they are currently under the central office world. Anyone got any information

With the fact that new clients, new business wins, new marketshare gains from existing partnerships are NOT happening at BNY, what is the business world to determine? BNY has been destroying it’s employee base in the US and UK in order to save cash. It’s interesting that the company is trying to stop paying employees that it fires for devious reasons too. It is adding up that the so called profitibility at BNY is only happening by stagnating existing client revenue and firing FTE’s while avoiding payouts and holding onto people’s saving match benefits until the following year. The investment community is starting to become awake to this. This is an unhealthy company. And unhealthy RV and his GS based board are incapable of growing and innovating this place. A push for a merger has got to be in the works soon. Or else…..

Thoughts re: Corebridge Financial terminating as a legal entity when it is absorbed into Equitable Holdings?

Just floating around with the tide and no destination. They could have been something if they bought up companies and simply just left them alone. The hubris of strategy, synergies, and merger integration....SBC RBOC boys from Texas. They were block head hammers and everything was a nail. Saw it first hand with the Cingular tie up. SBC heads for the most part were belligerent bulldozers.

well ...

HPE is up 333%

DELL is up 3'300%

Funny when large $$$$ doesn't come with even a bit of common sense

Lee Raymond, Who Created Exxon Mobil, Dies at 87

He oversaw Exxon’s acquisition of a rival, cut costs relentlessly and denied the scientific consensus on climate change.

Lee Raymond, the chairman and chief executive of Exxon Mobil Corp., at a news conference in 2005. A former high school debating champion, he was known for making withering remarks to those who challenged him.

Lee R. Raymond, who as chief executive of Exxon Mobil wrung out costs to make that global oil company the most profitable in its industry while stoutly resisting the scientific consensus that burning fossil fuels was causing a potentially disastrous warming of the Earth, died on Saturday in Dallas. He was 87.

His death, at a hospital, was confirmed by his son Colin, who said the cause was complications of pneumonia. Mr. Raymond’s agreement in 1998 to acquire Mobil — a transaction valued at about $81 billion, then the largest corporate merger ever — created the world’s biggest private-sector oil company in terms of annual
sales, operating in 200 countries. The deal reunited the two biggest parts of John D. Rockefeller’s Standard Oil

Trust, sundered in 1911 by federal trust busters in an effort to spur competition. During his reign as chief executive, from 1993 to 2005, Mr. Raymond relentlessly cut costs, including eliminating a third of the executive jobs after the merger, and helped boost net income to $36.13 billion from $4.8 billion. The company’s market value increased fourfold to $375 billion.

Mr. Raymond shunned publicity. There was no discernible effort to make him seem endearing or personable to the general public or even to his own employees. He was known for making withering remarks in response to questions from employees or investment analysts. “What you’re hearing today may seem boring,” he said at an analyst meeting in March 2005. “You’ll just have to live with outstanding, consistent financial and operating performance.”

At company headquarters in Irving, Texas, he worked in a hushed office suite known as the God Pod, where a painting of a tiger hung behind his desk. Some employees nicknamed him “Iron A-s,” according to “Private Empire: ExxonMobil and American Power,” a 2012 book by the journalist Steve Coll.

Before Mr. Raymond became chief executive, his biggest public role was taking charge of the company’s response after the Exxon Valdez tanker ran aground on a reef in Alaska’s Prince William Sound in March 1989. The accident spilled 11 million gallons of crude and blackened 1,500 miles of coastline. Mr. Raymond, then Exxon’s president, oversaw the cleanup and, in 1991, helped negotiate a $1 billion settlement of federal and state legal charges arising from the spill. He accused environmentalists and politicians in Alaska of making the disaster worse by refusing to let Exxon spray chemical dispersants on the oil slick shortly after the spill.

In 1994, a federal jury in Anchorage ordered Exxon to pay $5 billion in punitive damages to about 34,000 fishermen and other Alaskans who said they were harmed by the spill. Exxon appealed, leading to another 14 years of litigation.

In a 2008 Supreme Court ruling, the damages were reduced to $500 million.
In the early 2000s, as BP and Chevron courted public favor by touting their investments in alternative energy sources, Exxon took a hard line against government restrictions on fossil fuels and funded research challenging the consensus on global warming.
Mr. Raymond, a former high school debating champion who had a Ph.D. degree in chemical engineering, considered himself a scientist with standing to question that consensus. In a 2005 interview with the public television host Charlie Rose, Mr. Raymond said there was a “natural variability” to temperatures on Earth over
millenniums. “If we weren’t here, the climate would change,” Mr. Raymond said. “It has to do with sunspots, it has to do with the wobble of the Earth, and it has — there are all kinds of things that come and go. If you talk to a geologist, he will tell you the Earth, over its history, has been much warmer than it is now and much colder.”

Because wind, solar and other alternative energy sources were costly and could not replace oil and gas in the near term, he argued, Exxon should focus on finding and pumping more oil, including, if possible, in the Arctic National Wildlife Refuge in Alaska.

Environmentalists regularly denounced Exxon. “There is a spectrum of corporate behavior on global warming and Exxon is the epitome of denial and deception,” Kert Davies, then the research director at Greenpeace USA, told The New York Times in 2005.

Mr. Raymond also resisted corporate trends toward greater acceptance of g-y rights. After Exxon acquired Mobil, the combined company rescinded Mobil policies banning discrimination on the basis of s-xual orientation and ended a practice of providing benefits to same-s-x partners. The moves prompted some g-y and le----n drivers to boycott Exxon service stations.

Under Mr. Raymond’s successor, Rex Tillerson, Exxon Mobil adopted more inclusive policies and acknowledged that human activity contributed to climate change.
Mr. Raymond seemed unbothered by the unpopularity of his views. “I’ve never had a focus group to decide what my persona is out there,” he told The Wall Street Journal in 1997.

Nor did he wish to discuss his personal life. During a court hearing on the Valdez oil spill in the 1990s, an Exxon lawyer asked Mr. Raymond to sum up his background. “I hope this doesn’t get too boring,” Mr. Raymond said. “It kind of bores me.”

Mr. Raymond, center, addressed shareholders during an Exxon annual meeting in 1989. Nine years later, he oversaw the agreement to acquire Mobil.

Lee Roy Raymond was born in Watertown, S.D., on Aug. 13, 1938. His father, Clifford, a railroad engineer, encouraged the young man’s studious ways. In the 1997 interview, Mr. Raymond recalled his father’s alluding to a lack of opportunities in South Dakota and saying, “You have to get an education and get out of here.” After excelling in high school debate and extemporaneous speaking, Mr. Raymond enrolled at the University of Wisconsin and graduated in 1960 with a bachelor’s degree in chemical engineering.

He married Charlene Hocevar in 1961. They had three children, male triplets.
In addition to his wife and son Colin, he is survived by two other sons, John and Rob; and seven grandchildren. Mr. Raymond earned his doctorate in chemical engineering at the University of Minnesota in 1963 and joined Exxon the same year as a production research engineer in Tulsa, Okla. He later headed operations in Venezuela. In the mid-1970s, he impressed his bosses by turning an unprofitable refinery in Aruba into a
reliable source of profits.

After returning to the United States, he headed Exxon’s nuclear power business and oversaw the sale of a subsidiary selling office equipment, including Qyx electronic typewriters.

During his 12 years as chairman and chief executive, his compensation totaled more than $686 million, or $144,573 a day, according to an analysis done for The Times by Brian Foley, an independent compensation consultant.

That compensation amounted to “entrepreneurial returns for managerial conduct,” Charles M. Elson, a corporate governance scholar at the University of Delaware, told The Times in 2006. “Exxon was there long before Mr. Raymond was there and will be there long after he leaves. Yet he received Rockefeller returns without taking the Rockefeller risk.”

An Exxon Mobil spokesman at the time said Mr. Raymond’s performance justified his pay. Mr. Raymond was a director of JPMorgan Chase & Co. and its predecessor, J.P. Morgan & Co., for 33 years before stepping down in 2020. He also was on the board of the American Enterprise Institute, a conservative think tank in Washington.

His hobbies included duck hunting and golf. In a 2013 interview with Investor’s Business Daily, he recalled having made three holes in one. On the corporate jet, he liked to drink milk with popcorn in it, Mr. Coll reported.

One of Mr. Raymond’s sons, John, co-founded Energy & Minerals Group, a private equity firm. “My father gave me three things,” John Raymond told The Journal in 2014. “He gave me work ethic, he gave me a good education and he gave me no money.”

Though Lee Raymond was known for his pugnacity, he had a softer side, according to Mr. Coll’s book: “He could be fiercely loyal to ExxonMobil colleagues and sometimes wept openly when subordinates faced illnesses or other personal struggles.”

Anyone else think that Fiserv as a whole will just be swallowed by a competitor since we are cheap right now? Or selling First Data and splitting the company back into two would be better?

Marvel hero "Hulk" Mark Ruffalo, a frequent advocate for social issues, recently voiced strong criticism regarding the proposed acquisition of Warner Bros. Discovery by what the article refers to as "Paramount Skydance Pictures." In February, he slammed Oscar-winning director James Cameron for his "double standard" in supporting the merger. Just days ago, Ruffalo also joined over 3,000 Hollywood professionals in signing a petition to oppose the acquisition.

https://www.toy-people.com/en/?p=109246

Caught your attention. Sunday afternoon news flash. Legacy SWN staff in Spring slated for layoffs to make room for legacy CHK staff moving from OKC. The ultimate in Corporate America déjà vu!

Woodside employees are freaking out the their nice supportive environment and prospects are going to be severely impacted and if the XoM deal goes through substantial cultural adjustments will need to be made. Most Woodside employees not ready for the treacherous work environment at XOM Spring campus. HR hosting a teddy bear 🧸 and blanky crying session next week.

Is there opportunity for career advancement anymore once the merger goes through? My mates at BNSF say they don't see opportunities like they used to. The merger would mean more management to cull through already.