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GoDaddy Restructuring: Widespread Layoffs Signal Instability

GoDaddy is undergoing significant layoffs that cut across multiple functions — sales, engineering, and leadership. This isn’t just a small adjustment; it’s part of a larger restructuring that reflects the company’s current instability and shifting priorities.

Employees across different levels are being impacted, from quota‑carrying sales reps to technical engineers and even senior leaders. The breadth of these cuts suggests that GoDaddy is not simply trimming excess headcount, but rather redefining its operating model in ways that will reshape the culture and future direction of the company.

For those inside, the environment feels uncertain. Compensation plans have been changing, transparency has been questioned, and now entire teams are being reduced or reorganized. These layoffs are hitting both revenue‑generating roles and product‑building functions, which raises concerns about how GoDaddy plans to sustain growth and innovation moving forward.

Externally, GoDaddy continues to present itself as a global brand with strong market presence, but internally, the reality is different: morale is low, trust is eroding, and employees are left wondering what comes next. The fact that leadership roles are also being eliminated underscores that this is not just about performance management, but about a deeper strategic reset.

If you’re considering opportunities at GoDaddy, be aware of the current climate. The company is in transition, and while it may still offer brand recognition and scale, the risk of instability is high. For current employees, the message is clear: prepare for change, advocate for transparency, and recognize that the company’s priorities are shifting rapidly.


Fiji - seriously Fiji

Randomly heard recently that IT had a trip with a contractor to (of all places) Fiji to try and find some more low cost resources. Did any of y’all get invited to that trip?

Some quick Google searches show that it’s about 1/3 Cost of Living (COL) compared to Charlotte, so that’s somewhat understandable. But considering the time zone differences with all the other sites, how the heck are we supposed to have team meetings? Or is it only connection via email with no chance of getting global meeting's with existing teams in US / Europe / India.


Coworker got switched from Remote to In Office

I think managers are already telling their people. It’s so fu---d guys. My coworker got switched and they aren’t even near a major hub or my team. LITERALLY WHAT IS THE REASON??????????????

I am remote, but still waiting for confirmation.

Good luck and godspeed today. It’s the end of the company we know. Already have friends and family closing their accounts.


Article on AI productivity with quote from Alixpartners

https://www.axios.com/2026/01/14/ai-jobs-productivity-workslop

"The big picture: CEOs and employers are super eager to reap the productivity benefits of AI — particularly so they can bring down labor costs.

But for now, AI is mainly being used as an excuse to conduct layoffs that are due to other factors, says Rob Hornby, co-CEO of consultancy AlixPartners.
In a survey from his firm, also out Wednesday, 95% of CEOs said they expected to conduct layoffs in the next five years because of AI. That's likely more hope than reality. CEOs aren't yet seeing productivity gains from AI, he says."

Sounds like LHX. He's probably referring to LHX Next!!


The (Importance) of Fed Indepedence.

Most people (not all) do not understand -

How important it is for the Fed to maintain independence in its' policy making, and monetary decision making.

Does anyone really want an (unqualified) politician determining monetary policy that can (actually) affect the Global economy.

There are (Severe) consequences, and (most) people; do (not) have a clue; but will find out if it does (actually) happen.

It won't be good.


The downstream effect?

Curious if anyone else is seeing or feeling the downstream effect of what’s happening at the top of the house. I don’t mean the obvious things, I mean the intangible effects of the changes and stress.

Is anyone else’s team acting differently? People more isolated? Less collaborative? People acting like aholes to each other? An every man out for himself feeling, where it didn’t exist before?


RTO: We tried it, we hate it.

After giving the return-to-office mandate several months to be fair and well-intentioned, it’s clear this policy creates significant friction without delivering any meaningful benefit—particularly for employees who were hired explicitly as full-time telecommuters. We are now expected to spend personal time getting ready in office attire, commuting, badging in, navigating parking ramps, security checkpoints, and elevators, only to sit alone in a cubicle all day with no teammates in the same state, let alone the same office.

On top of that, there are no assigned desks. Employees routinely arrive to find reserved desks already taken, workstations missing basic equipment, and time wasted simply trying to locate a place where they can do their jobs. This is not collaborative or productive.

Requiring people to sacrifice hours of personal time and incur additional costs to sit alone on video calls all day is not improving productivity, engagement, or morale. It is creating widespread frustration and disengagement. Employees are openly unhappy with this change, and when asked by peers about the policy, they are candid in sharing how illogical and counterproductive it feels. This approach adds inconvenience and resentment while delivering no measurable value.


What could timelines look like?

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.


Exxon’s truth-telling on Venezuela shows risk of crossing Trump

Story by Jennifer A. Dlouhy and Kevin Crowley

(Bloomberg) -- When Exxon Mobil Corp. Chief Executive Darren Woods told President Donald Trump Friday that Venezuela is currently “uninvestable,” he was echoing warnings already issued by oil industry leaders and analysts.

Indeed, some of his peers had tried to dissuade the White House from even holding the meeting, according to people familiar with the matter.

While Trump wants US companies to invest at least $100 billion rebuilding Venezuela’s beleaguered oil sector following the capture of President Nicolás Maduro, some executives worry conditions won’t permit a speedy turnaround. They also don’t want their companies cast as opportunistically dividing up Venezuela’s vast crude reserves, believed to be the world’s largest, the people said.

Woods not only attended the meeting of roughly 20 oil industry executives, he spoke his mind. But Trump didn’t appear to appreciate the candor. By Sunday evening, the president was telling reporters he “didn’t like” Woods’ remarks and was inclined to keep Exxon out of Venezuela, saying, “They’re playing too cute.”

“Woods thought he was speaking the truth — and he probably was — but he didn’t read the room,” said Andrew Logan, oil and gas senior director at the CERES climate advocacy nonprofit, who speaks regularly with oil industry investors. “He wasn’t in a position to say that without blowback, and blowback is what he got.”

It was a fresh reminder of the potential pitfalls for the leaders of any company — or country — when summoned to Trump’s White House for a meeting. The president is fond of opening some sessions up for public viewing, giving him a platform to extract concessions from gathered executives or government leaders.

Oil executives, however, have reason to be cautious about Venezuela.

Any bid to significantly boost the country’s recent oil production of nearly 1 million barrels per day — much less reach 1970’s peak of close to 4 million barrels daily — would likely require tens of billions of dollars. Companies would have to rebuild or replace abandoned rigs, leaky pipelines and fire-ravaged equipment. Even beyond the physical challenge, industry representatives say they want to see political and legal reforms enabling them to move money in and out of the country as well as on-the-ground security before they make any big commitments.

“The industry was unified on Friday — with the meeting with the president — that there are going to be certain prerequisites that have to happen before there’s continued investment in Venezuela,” Mike Sommers, CEO of the American Petroleum Institute, told reporters Monday.

Exxon’s arch-rival Chevron Corp. remains, for now, the only major international oil company operating in Venezuela.

Exxon executives were taken aback by the media’s reaction to Woods’ comments — according to a person familiar with the company’s thinking — given he also told Trump the company was planning to send an assessment team if invited by the Venezuelan government. In addition, Woods expressed confidence the Trump administration could deliver the legal and regulatory reforms needed for any future investment.

Despite Trump’s negative response, administration officials took note of the changes Woods recommended, said people familiar with the matter who asked not to be named because the conversations were private. A White House official pointed to the president’s Sunday remarks when asked to comment. Exxon declined to comment beyond Woods’ remarks on Friday.

Woods has become more strident in his public comments in recent years, speaking forcefully in pursuit of his policy goals even when it risks unpopularity with politicians, the media and investors. It’s a departure from former CEO — and Trump’s former secretary of state — Rex Tillerson, who tended to be more conservative in his approach to the company’s image.

“They’re gone from seeing silence as a source of strength to seeing silence as weakness,” Logan said. “It’s been a dramatic shift.”

When Europe was considering new climate and human rights laws last year, Woods was among the first high-profile CEOs to attack them directly. He also pushed back on Trump’s plan to pull the US out of the Paris climate agreement, arguing it would forfeit the chance to press for “common sense” carbon-cutting policy on the world stage.

Most strikingly, Woods took Chevron to international arbitration after its competitor agreed to buy Hess Corp., a deal that would secure a 30% stake in Exxon’s prized oil development off the coast of Guyana, next door to Venezuela. Exxon lost, as most analysts expected, but the case left Chevron in strategic limbo for more than a year. Woods defended his decision to pursue it, saying his company would always seek to protect shareholder rights.

For now, there are no signs the Trump administration will actively dissuade Exxon’s involvement in any Venezuelan reconstruction, should the company choose to pursue it.

As one of the Western oil majors with experience in the country — having left after billions in assets were seized by the government — Exxon is viewed as well-positioned to help. Most of Venezuela’s oil is heavy and sour, making it technically challenging to produce. That could constrain some of the independent oil companies that were more bullish at the White House meeting.

Trump told reporters after Friday’s meeting that “we sort of formed a deal.” But pressed to identify any specific commitments, Energy Secretary Chris Wright pointed to Chevron’s plan to increase its Venezuelan production by roughly 50% over the next 18 to 24 months as the “one specific pledge” from an oil company.

https://www.msn.com/en-us/money/companies/exxon-s-truth-telling-on-venezuela-shows-risk-of-crossing-trump