#team

Does anyone else feel like the entire fiber and small cell business is in survival mode

Understaffed
Budgetary issues
Expected OT

This whole operation is running on one wheel it feels

Southeast techs have been summoned to meet with direct and second level management the first week of February

With Brad Arkin at the helm, Salesforce's security team reportedly shrank from ~300+ to 188 engineers over two years, aligning with company-wide restructurings amid AI adoption and efficiency drives. No public data specifically attributes incident spikes to these cuts, but one has to ask. The volume of breaches has fueled speculation about under-resourcing in security.

Do they regret the security headcount drop? No explicit statements, but the incident surge (from sporadic in 2024 to widespread in 2025) and AI backpedaling suggest possible hindsight regrets and prioritizing efficiency over robust defense in a high-threat landscape like Salesforce.

Major Incidents-
Late 2024 – Early 2025 Vishing Wave (UNC6040)
June–July 2025 Major Vishing Campaign (UNC6040)
August 2025 Salesloft Drift OAuth Breach (UNC6395)
September–October 2025 Extortion & Leak Escalation (Scattered LAPSUS$ Hunters)
Late 2025 – Early 2026 Follow-On Incidents

We lost people who were each worth two. Meanwhile, there are a couple of remaining cases who need two people each just to cover for their incompetence. Where’s the logic in that?

I’m looking at all the people between me and MW on the upstream ladder… 9 layers total. Looking closer, I truly don’t understand how this org chart got approved. MW has (arguably) at least 3 layers of unnecessary management between him and the front lines. Take MN for example - he only has 3 (and that is being generous) real employees reporting to him. Within those three, CN seems to be running 70% of the company.

Even MW’s team is pretty small if we look at the very top. Arguably the only people of consequence that report directly to him are RB, EB, FM, and MN. That’s it? What gives?

I know at least a few low-level senior execs read this forum. How about we send MN & BN into retirement with a nice package, give BN’s job to CN; and have Shale & Tight, Exploration, Offshore, and International/miscellaneous all report directly to MW along with a midstream person & the various corporate support leaders. Dump everything else in operations underneath those people in one, big, beautiful org chart.

Is the idea that MW isn’t involved in operations in the slightest, and MN/CN are expected to handle everything? I’m not a McKinsey management expert, but generally it seems like the more you understand what your company actually does on a day-to-day basis, the higher quality your decisions. I find it hard to believe that the current structure facilitates this kind of transparency for MW.

Didn’t MW explicitly call out this problem in SETH ‘24 when he blamed middle-management filtering for clouding the disaster that was FGP? So why did we go and keep the same number of people between MW and the front lines?

In 2030, maybe we should try flattening the pyramid instead of narrowing it. Food for thought!

Happy WFH Monday everyone.

So, received announcement for POD 3.0. It seems to be a “every account for itself” model and creating technology silos. If a POD needs XYZ skills; the POD is supposed to build that skill, even though it may be existing somewhere within Kyndryl. Current practices that support multiple industries being broken down to fit this POD model.

The rest are to work in very limited squads and save money. GT Sr LT - do you really work like that?

Have anyone heard about Flex Devex Team what do they do ?

I better see MW and MN in the office tomorrow regardless of the weather because we’re all BETTER TOGETHER!!

Has anyone heard rumors about which VPs are going to get cut? If so, that will give hints about what corporate teams are in danger.

RIFs started today, 1/23, as predicted by previous commenters and confirmed by my manager: 60% of our team got the axe

On the bright side, it's the last time I have endure Micky Onvural making d-mb cuts. Good luck, team!

If you are impacted by today’s layoff please post here to help consolidate information. Please post your division (Optum Tech, Optum Insight, OptumRX, etc) if you feel comfortable, how many people in your team. If you want to go deeper like M&R, E&I, etc that helps.

Don’t forget, you will get through this, you will bounce back. This place is toxic and I hope we all can find some peace.

Why burn the gas to go into the office if I get RIF’d? My team/management isn’t there anyway. I’ll wait for the unexpected Teams Invite or call in the morning.

If we get more cuts, everything will break down. I'm refusing to pick up the work from people who were let go. If one person needs to do the work of three, then those other two shouldn't have been laid off in the first place. I'm not going to work my a-s off just to be laid off at the next opportunity.

Look, micro moving to consumer put a majority of the revenue in a place that was and is to be driven through automation.

TMUS Global Services will then drive costs of operations and IT to 50% of its current cost structure (see MTUS India Jobs).

What was left was a COGS / SGaA supporting business/government that was unsustainable for a company who only sells 4 SKUS (Voice, nonVoice, IoT, HSI) and all other products were both unprofitable and not aligned to core pull-through.

And lastly, the business' ability to manage and account for both talent and performance put the business in a bind. Remove titles, cut teams, throw the grenade...and hire back after the dust settles.

Stock needs to have the support to get back to 225+ and it wasn't in the current playbook or operations.

I lost my entire team, many were uber talented and new and contributing. But nobody in the business was able to account for the talent. Its odd that talent management is no longer an asset.

Let’s see what teams are impacted this week!

What are you doing today?

Just got an Email to Onboard a Person in India - New Offshore Team. How much time do I have ? I've been here 6.5 Years.

All SDR teams received pack it up boxes! Good luck to everyone affected by this!

We all know that the timeline to make a room OPO employees at Deerfield. Based on that what could possible time line look like for re-org and may be layoffs.

Here is what I think it may look like:

Identify who they will still stay with the company by the end of this week.

Identify which teams they will belong to by end of next week.

Identify where the teams will sit and communicate with affected employees by the end of the month.

Here is what the structure could look like:

C-Level (CEO, CFO, COO, CIO etc)

• Eight Directors reporting to each
  • Eight Managers
    • Eight Team members ( Leads if managing large offshore team)
      • Eight Off Shore Resources

All would be aligned to achieve same goals every 15 days to a month.

There might be product management team who will continuously be managing prioritized backlog. Their whole deliverable every two weeks is to add new approved items to the backlog.

My team is half of what it's been when I joined seven years ago. Others who are still with the same team, is it the same for you? I'm genuinely curious if this is a common thing.

Dallas has Whitacre tower……. What will the new shrine to ourselves be named? I gotta know!!! 1st place gets their own desk for at least a week.

Don't you all have your SIX SIGMA Black Belts!!!! Don't you all know how to code after 2020!!!! c'mon each initiative by Executive management have really delivered!!! You all can go into the ring with ANY color SIX SIGMA belt I am sure of it!!

RTO so I can join teams calls all day. This sure makes a lot of sense.

With all the layoffs happening, do we still have an ED and his team working on 5G out in Redmond, Washington. I think they had 3 employees and 4 contractors. They had to travel to Philly regularly to stay under the radar, but I haven’t heard much from them lately.

I see some people getting promoted rapidly within 1-2 years max and others still have the same title after 4-5 years.

For those in Corporate Risk.

by Nov 15 - performance calibration within group.
by Nov end - managers enter compensation.

By Dec 9 - DF calibration.

Jan 1 - 28 politics and favoritism on the bonus amount for team members.
Jan 28 bonus discussion to team members.

Feb 13 bonus payment

How’s it looking on your team lately? On mine, people keep quietly disappearing and backfills aren’t happening, so the rest of us just absorb the work and move on like it’s normal.

With the push for FAs to share office space, there are FA teams merging to combine AUM into one-book partnerships. All of the "book" will be evenly divided among each FA.

What will the success rate be of these partnerships?

Does EJ have all of the partnership arrangements worked out (legalities) or have these situations been patched together (which is a possibility because management is discombobulated, to say the least)?

I've heard of one branch that has 4 "partners."
2 veteran FAs, an AFA and a brand new college graduate that hasn't passed testing yet (already considered a partner and included in talks).

Curious what the success rate of a set up like this might be? Family members sharing a book sounds like it could be successful, but with 4 distinct unrelated individuals (friends) sharing a book......I am skeptical on the success rate.

Curious what your opinions are on this new EJ drive to "share one book" equally among FAs."

Would enjoy hearing your thoughts on this matter.

Supposedly Belk corporate is considering a support team re-alignment. There have been numerous complaints through the company about support associates working extremely early shifts when they are needed at all times during store hours. One store employee claimed that Human Resources was never in the building when the bulk of associates were working because they always left by 2 or 3pm, and therefore associates were left without Human Resource assistance if needed. Instead of these early morning (6-2,7-4,7-3) shifts support associates will work a mix of mornings, nights, weekends, mid shifts, similar to sales team managers, and regular associates. This includes Human Resources, fulfillment, cash office, dock/truck, merchandising, and housekeeping. You heard it here first, more to come in the new year.

In a toxic environment, poison is gold.

all the thank you notes from the top of the company. but vps and under are still always in a 24 x7 panic, blame game mode. in the team, how much if they up the grade vs exceeds meets , ive been here 3 years..last year when the company was doing well. they gave me peanuts, this time how much can i expect? meets - 3k , exceeds 7k?

https://www.webpronews.com/dell-mandates-5-day-office-return-for-sales-teams-in-2025/

Why are so many reps in HE missing goal this year? A good organization has 70 to 80% hit goal. It appears HE will be below 50%! Is it poor performance by the reps? I'm new here, just trying to make sense of all this.

I was among the lucky few who actually had a great team. A few a--holes here and there, but otherwise solid, reliable colleagues. Somehow, we managed to overcome management’s shortcomings, make our tasks easier, and even have fun, or at least feel a sense of accomplishment. Yes, it was a cosmic accident, but it happened. I actually liked my work because of it.

Then the reorg came and destroyed the team. A few exceptionally competent and experienced teammates were let go, some were reassigned, and now my team is hollow and definitely less efficient and productive. The inability to recognize an excellent team says everything you need to know about leadership and management. I can only imagine the end result of reorg.

2 Hours! That’s all you should be in there for. Doesn’t anyone follow instructions anymore. It’s the same people everyday using the same focus rooms.