#leadership

From HR here
And shocked with my recent experience.
Had an opening which is not a Visa sponsorship position.
Hiring manager was so mad and ended up convincing his LL4 and my boss and changed to Visa sponsorship. His LL4 and My leadership is also Indian.
Later he confessed to me saying his cousins badly need a Job who is on OPT Visa and has only 30 days, else she have to go back to India..
He even modified the resume to match the Job description..unfortunately HR hands are tight with this as no substantial evidence (except 2 different resumes)

What are qualifications to become Director

This is being presented as an individual choice, even though that choice may ultimately be denied if you decide to apply. The eligibility criteria are intentionally broad, which helps protect the company from age or demographic discrimination claims.
On some teams, 40 to 50% of employees received VSP eligibility notices. If everyone applied, it's obvious not everyone would be approved. Critical roles have already been identified, and those employees will almost certainly be denied.
If it feels like your PL is in the dark, it's because they are. Top Leadership are limiting what PLs know to avoid conflicting messages or anything that could be interpreted as a promise of job security. The problem is they haven't equipped PLs with meaningful talking points or guidance. That's a major failure.
PLs are stuck in the middle, taking pressure from both top leadership and their teams while still being expected to maintain productivity. They've been stripped of the transparency they need to lead their teams honestly and ethically.
Meanwhile, the psychological toll on employees is being largely ignored. Treating an entire workforce like rows on a spreadsheet during a restructuring of this magnitude feels cold, impersonal, and dehumanizing.

Hans Vestberg is no longer on Verizon's payroll, correct?

Vestberg, continuing to deal with the remnants, thank you for the hot mess?

How many of Vestberg's top tier executives remain??

Gone are EVPs, to include Shank and Sampath... Which other executives are no longer affiliated at Verizon and who continue to remain??

We have a TON of VP layers, some of which have no true direct reports. Why not start cutting there and leave the ICs (who actually DO the work!) alone? This company is severely top heavy. That’s where they should look to cut first.

I’m considering a move to Truist. By the looks of it, Truist has high managed account fees, unattractive compensation grids, leadership turnover, etc. What are the benefits for being a financial advisor at this organization?

Somehow, political maneuvering was allowed to empower ATS to fully control all technology pilots in S&T. They, and CTV sitting on the same floor, don't know their a-s from a hole in the ground, trusting vendors at their word and using CoPilot to analyze the basic things that the COE knows like the back of their hand. Acquisition mistakes during piloting are happening that are hugely embarrassing because they never took a basic instrumentation 101 and their repeated asks of CoPilot for everything fail to ask for reviews of pilot acquisition details carefully. You cannot run a company by aborting your top intellect for CoPilot and hording the work all for yourself. Abort ATS and CTV and empowering COE in a meaningful way will save Chevron S&T, or a massive redesign is needed.

Our leaders are spelling bee champions at juggling jargons like AEG, TPG, SMT, GMC, NVG, PMG, AES, OPC, and TSG. They are either Einstein or have spent a lot of time in mastering them.

Turning over like crazy!!! Normal or worrying??

The department lead role feels poorly defined. Team leaders are still carrying most of the delivery pressure, people management, prioritization conversations, and stakeholder updates. Instead of shielding teams or helping resolve conflicts, the role sometimes feels like an added reporting layer between directors and the people actually doing the work.

From: https://www.fierce-network.com/wireless/verizon-launches-simplicity-pricing-new-loyalty-program

As for talk that morale is low among Verizon employees right now, Entner quoted former Verizon CEO Denny Strigl, saying “happy people don’t make numbers. Numbers make happy people.”

Back in the Strigl days, “this was a carrier that was kicking a-s and taking names. It was winning,” he said. Over the past several years under former CEO Hans Vestberg, “they got kicked around, and morale in a company that is losing accounts and market share is not a happy place.”

Soon into his tenure, Schulman announced a massive lay-off of more than 13,000 workers and he’s been candid about how AI is going to replace workers.

Naturally, morale is low, Entner said.

“When Verizon turns around, gains subscribers, gains accounts and wins, morale will soar,” he said.

Circling back to Clark, she said the latest price and loyalty plans are just the beginning. Since Schulman took over as CEO in October, they’ve been centered on putting the customer first.

From: https://www.fierce-network.com/wireless/verizon-launches-simplicity-pricing-new-loyalty-program

As for talk that morale is low among Verizon employees right now, Entner quoted former Verizon CEO Denny Strigl, saying “happy people don’t make numbers. Numbers make happy people.”

Back in the Strigl days, “this was a carrier that was kicking a-s and taking names. It was winning,” he said. Over the past several years under former CEO Hans Vestberg, “they got kicked around, and morale in a company that is losing accounts and market share is not a happy place.”

Soon into his tenure, Schulman announced a massive lay-off of more than 13,000 workers and he’s been candid about how AI is going to replace workers.

Naturally, morale is low, Entner said.

“When Verizon turns around, gains subscribers, gains accounts and wins, morale will soar,” he said.

Circling back to Clark, she said the latest price and loyalty plans are just the beginning. Since Schulman took over as CEO in October, they’ve been centered on putting the customer first.

I have been to Two World Olympics, Three Goat Roping's and one Hippo Gigging and never seen anything like this.. Was told Channel was strong and NO LAYOFF's this year on Jan 1 (Not there 5 months). Then this.... SH had a call with the group and said this place has "Failed". Then he makes the decesion on what peolpe go. I knew this group was "Doomed" after this. Last in First Out.... ATT is a great company but some leaders? Where is Chow need her back...

No press release from PayPal yet but they are usually asleep so no surprises there.

https://www.prnewswire.com/news-releases/asurion-appoints-kausik-rajgopal-president-chief-revenue-officer-to-accelerate-growth-302802719.html

Is it prudent to permit a BL favorite and boosted sycophant the opportunity to repair a broken organizational structure? BP is complex by design and by intent. Creative ideas and processes that are successful at other operating companies are frowned upon and sabotaged from the get go. Yet other operating companies that manage ex BP assets do so at a profit and discover and exploit the uplift left behind by people like GB

How is Dan approving hans travel expenses but cutting for everyone else. Also, what is Hans doing as special advisor?

Leslie is in the front and center. Sam is out .. she is the new face of leadership.. I told you guys.. she is not going anywhere.

This organization is riddled with ineffective leadership that is running this place into the ground. It's time to hold people accountable and shine a light on the decisions that have caused so much damage.

I'll start: Rich Tompkins. In my view, he has single-handedly cost this organization billions through poor decisions and failed leadership. He should be removed from his position, and serious questions should be asked about whoever brought him out of retirement and put him back in a position of influence.

Who's next?

It’s a sad state of affairs at all levels unless you’re on the EC, then it’s all working out amazingly. In the past 60 days we’ve lost talent that dedicated multi decades of hard work to the firm. Strong minded, intelligent people that really contributed to shared goals every day. Up to the time when shared goals became a blur of corporate kool aid, McKinsey projects, revolving door of leadership. Never did I think it would come to this but I’m at the end of my pain tolerance. Very sad. Is Wealth growing or shrinking? Can margins grow out of the bottom gutter? Is Jose doing anything to make change besides firing,hiring, cashing checks, selling shares? So sad. The range of firings has been like a sn---r attack in a classroom. Best to dress like the plebes or be targeted. Last thought - does RV look unhealthy to any of you??

AT&T’s (T) chief financial officer, Pascal Desroches, has submitted his resignation to the company effective December 31, 2026, in a filing with the U.S. Securities and Exchange Commission. Concurrent with the announcement of Desroches resignation, AT&T (T) said it has hired former McAfee CFO Jennifer Biry as his replacement.
In the interim beginning July 6, Biry will serve as Deputy CFO and will assume the role of Senior Executive Vice President and Chief Financial Officer on January 1, 2027.
Desroches, who has been CFO since April 2021, submitted his resignation to the company on June 11.
The news of Desrochers impending exit jolted AT&T (T) shares, sending the stock nearly 3% lower in after-hours trading.

If you choose to apply for the VSP just know that it is stated in the FAQs that they will reach out and discuss you and your application with your leadership supv/manger etc and that will be a weighing factor in whether or not they approve you or deny you.

Looney "brings deep experience in global energy, capital markets, major project delivery, and international partnerships to the company", the Knoxville, Tennessee-based developer of nuclear fusion electricity

Keep a chastity belt on all the pretty female employees!

Vivek's purview to say with confidence that the most important applications at Verizon outside of network operations. POS, point-of-sale, intakes some 70+% of ALL of Verizon’s revenue. ACSS is a superset of that software. This software is utter garbage. I mean it’s just layers on layers of undocumented spaghetti code written by contractors that were seemingly plucked from the streets, paid 50,000/yr, and whose agency was billing Verizon 120,000/yr for their time here. At a company with Verizon's profits a full stack developer should reasonably expect to start here and be able to search a UI for any service or data they need to build pretty much anything you could conceive. Yet you won’t find a single shred of such documentation. GTS leadership has passively allowed layers and layers of teams to be stood up where each team only works on one segment of one leg of any end to end business process. No one engineer is empowered to build a single feature holistically end to end without pulling people from 2-3+ teams to get the job done. Often the job is just chaining some API calls and making a UI to display the results. Something a decent college CS graduate could build independently if there was proper documentation. Instead engineers are tasked with endless non-funded pet projects in some obscene race to be the team that shows the shiniest little half functional proof of concept to the nearest VP. All the while our most integral systems are held together with popsicle sticks, glue, and chewed up bubblegum. Everything is expected to be done yesterday. No one cares about code quality thus software/product quality. Most of the leaders within GTS could not solve a LeetCode medium if their families lives depended on it, assuming they even knew what LeetCode was. The sad part is the same is true for most of the Principle Engineers, Distinguished, and associate fellows and fellows as well. All these guys do is sit in calls so they can steal each others ideas. Then go implement them in some shoddy fashion so they can say they did it. Who cares if it works in production or provides any tangible return on investment for the time expenditure. The engineering culture at Verizon is utter garbage and it is perpetuated by the leadership within GTS. It is beyond simple incompetence, the leadership in GTS does not even have an idea of what competent software delivery is. It’s not incompetence because that would imply some intent to do things correctly. It’s simple ignorance. I have seen a VP of Site Reliability Engineering shoot down a Distinguished Engineers suggestion that engineers should be able to run the code that they are working in locally to validate results. The VP thought that was an absurd request. To put that in layman's terms the guy was just saying that when I paint a picture I should be able to see the canvas as I paint. That was dismissed. That’s the level of ignorance we’re dealing with. To reverse this level of cancerous spread you would need to inundate GTS with so much chemotherapy and radiation it likely would die out before any recovery was ever observed. I really do believe that the only way back is just terminating all of GTS leadership. Stop all software delivery. Bring in VP’s from actual tech companies who have actual software engineering experience within the past decade. Allow them to document ALL of the inner workings of the existing systems. Publish that documentation to OneConfluence or some adjacent documentation platform. Grant access to this documentation to ALL VZ Software Engineers. Release all of our Fellows, and Associate Fellows. Replace them with real engineers from real tech companies. THEN you can START redesigning the systems that collect all of VZ’s money. So regardless of Vivek's character do you really think he is prepared to make this level of systemic change to how Verizon delivers software? Or do you think he will just perpetuate slop delivery ad nauseam until Verizon crumbles or someone does the needful that I have laid out here?

Lyons need to start by rewriting the mission and vision statement, and permanently ban trigger words like "meaningful" and" "purpose-driven." The only purpose and mission Bill had was to run the company into the ground and take a meaningful amount of cash with him.

Centene Corporation Chief Executive Officer Sarah London earned a total calculated compensation of $19,506,298 for the 2025 fiscal year. This represents a slight decrease from her 2024 total compensation package of $20,602,148.

Andrew L. Asher — Executive Vice President & Chief Financial Officer (CFO)Total Compensation: $16,072,880

And that's just those two.

Maybe get rid of them first. How many jobs could be saved?

Is leadership checked out in other markets like the PNW or is this a local problem? The last year we took a nose dive..

What happened to sales? Not a single person could speak without reading a script. Can any of them be authentic like SV? Just speak naturally instead of something you clearly know nothing about.

One of the regional heads in the USA spoke for 10mins about a deal when she seemed to have NO understanding of either the deal or the client. It was brutal. And the head of DSS for gods sake just kept going nonstop.

It was refreshing to see the head of client solutions speak from the heart and provide real facts instead of reading from script.

Please Change this org. They cut engineering but not this? Shame!

So why does John Stankey drive a Range Rover? Shouldn't he be driving a Ford, GM, or Buick? Disgraceful

If Ford leadership named Dave Calhorn Ford's CEO, remember Dave's the former trainwreck Boeing CEO, these Ford vehicles would not be fixed after five recalls. So it's time to bring in Dave and sink Ford like a liberty ship once and for all.

Story by Will Sabel Courtney

As regular readers of Road & Track are well aware of by now, Ford has had a bit of a rough go of things in the last couple years with regard to recalls. The Blue Oval logged over 150 separate callbacks last year alone, covering nearly 13 million vehicles. Ford is working hard to fix the overarching issues at play—for example, implementing new quality control measures at its engine plants around the globe.

But making up for past problems also means fixing any problems that might not have been addressed the first time around in the recall process. Which is exactly what FoMoCo is dealing with right now, as the automaker has just this month announced the need to re-recall nearly 400,000 previously recalled cars, trucks, and SUVs to fix multiple separate issues that were previously repaired incorrectly.

The majority of the products involved—some 255,404 out of the total of 389,316 vehicles—are Ford Focus vehicles made in the 2012–2018 model year span. According to the official National Highway Traffic Safety Administration filing, these cars have a canister purge valve that could malfunction and cause the engine to stall. A full 100 percent of these cars are believed to suffer from the problem, which was improperly fixed under recall number 18V735; dealers will address it by updating the powertrain control module software.

The next-largest batch of affected vehicles are 91,190 F-150 pickups from the 2018, 2019 and 2020 model years. A NHTSA filing reveals these trucks, which were previously repaired incorrectly under recall number 20V097, have daytime running lights that may not dim properly when the headlight switch is flipped from automatic to "Headlamps On." 100 percent of the F-150s are believed to have the defect, which can be fixed by reprogramming the body control module software.

10,742 2018 Ford F-150s that were previously repaired incorrectly under recall number 17V669 are being recalled as well, due to unintended vehicle movement; according to NHTSA documentation, quickly moving the shifter from P to D could cause the momentary accidental selection of Reverse or Neutral. Again, 100 percent of the trucks are expected to suffer from the problem, which can be fixed with a PCM software update.

On top of that, 4445 F-150s from model year 2017 that were repaired wrong under recall 17V053 are being called back in because the instrument panel could lose power after initial start-up in cold outside temperatures, thus leading crucial gauges to become inoperable. 100 percent of trucks are estimated to have the defect, and a software update should fix it.

Meanwhile, a group of 18,124 2017 Ford Escapes are being re-recalled for power windows with a haywire automatic reversal function that may put an unacceptable amount of force on an object before retreating. The crossovers were fixed incorrectly under recall number 16V617, according to NHTSA documents; 100 percent of the SUVs are estimated to have the issue, and a power window OS software update will fix it.

The oddly satisfying number of 5252 2015–2018 Focuses and 2013–2016 Fusions, which were previously fixed improperly under recall numbers 18V169 and 18V845, are being recalled because their clutch could fracture and lead to a transmission fluid leak. Again, 100 percent of the units involved are believed to have the problem, and again, a software update is the prescribed fix.

Finally, a batch of 4151 2019 Ford Mustangs and Lincoln Navigators and Nautiluses (Nautilii?) that were fixed incorrectly under recall 19V076 are being called back in for a re-fix. According to NHTSA documents, the vehicles' instrument panel cluster assembly may fail to work at vehicle start-up, leading to a blank display. You guessed it: 100 percent are believed to have the defect, and a software update will fix it.

Owner notification letters are expected to be sent out after the July 4th weekend, but any concerned Ford owners can call customer service at 1-866-436-7332. The VINs of the affected vehicles will be searchable on the NHTSA.gov site starting July

I’ve been debating this for a while now. For about the past three years, my leadership has told me to make my own job description, come up with my own deliverables, define my own work. Now, within reason, I think this is fine. But even when I ask point blank “what is the priority for me” they have no answer. Is it not leadership’s job to tell employees what they should be working on or am I wrong? Not saying they should outline the process or the work, but at least a specific goal or project?

https://www.reddit.com/r/JoeRogan/comments/1u7pzgl/leak_exposes_members_of_peter_thiels_secretive/

Wtaf!

That part about David Bowie and life not being fair. Tone deaf.

Era – Michael Neidorff (1996–2022)
Peak Quarterly Performance: $535 million (Q2 2021)
Annual Performance: Maintained profitability
Main Drivers: Pharmacy benefit manager legal settlements; COVID-19 utilization spikes

Era – Sarah London (2022–Present)
Peak Quarterly Loss: $6.6 billion (Q3 2025)
Peak Annual Performance: $6.7 billion net loss (Full-Year 2025)
Main Drivers: Federal Medicaid funding cuts; asset write-downs

Why is Sara London still the face of this company if she has cost the company Billions??

Curious whether this week’s announcement felt completely out of the blue for most teams, or if others have already been seeing changes over the last 6–12 months (leadership departures, consultant involvement, role reviews, org changes, layoffs, etc.). Trying to understand whether these conversations have been happening broadly across Centene or only in certain areas.

The company took immediate steps to retain other top executives. Suryadevara was promoted to president on Monday, according to an analyst report from TD Cowen. A Fiserv spokesperson declined to comment on that information.

Also, Chief Financial Officer Paul Todd received a stock grant equal to $5 million, according to the SEC filing, amounting to a measure designed to retain him.

https://www.paymentsdive.com/news/fiservs-new-ceo-retains-team/823029/?utm_campaign=Yahoo-Licensed-Content&utm_source=yahoo&utm_medium=referral

In an internal memo to employees on Friday, Zuckerberg attempted to lift their spirits in what appears to be a notable failure to read the room. Specifically, the billionaire promised to host a companywide AI hackathon in July — only to get brutally shut down by workers who were in no mood for such a thing.

https://finance.yahoo.com/technology/ai/articles/mark-zuckerberg-orders-employees-start-123539264.html

Retired or forced out?

Anyway, good start… we’re all hoping stink is next!

Vz stock is down 0.72% today on news Verizon is breaking the mold to put our customers first. Verizon has a great track record of success such as last year’s project 624 which was the biggest customer experience transformation in the company’s history. All the executives posting and reposting our huge win today makes me delighted! These leaders are truly rockstars and highly respected and admired! Proud to be vz. Way to go team!!!!

One of the best leaders this entire company has left and they just announced her leaving with little to no detail. Remains to be seen but she had the highest character I had seen in a leader so I am sure she stood up to the wrong person in the company