He used to be a lot more visible. Now rarely seen or heard from
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@187+1jxjzvw1d is either a rookie or a mo--n because Verizon sold all of its good cash flow positive GTE properties to Frontier over the years. They had to because Bell Atlantic underfunded their pensions and NYNEX su-ked cash flow. This was a company with good assets mismanaged by Lowell McAdam, who is also responsible for Hans. What a bunch of losers for leaders.
Very odd that we have not heard anything from Hans with mention of how great things are or all his accomplisments. Plus no rah rah FIFA all hands kick off?
https://scandasia.com/ericsson-in-crisis-ceo-fired-suspicions-of-corruption/
Business as usual
'Going back to its roots. Frontier was and is mostly the remnants of GTE one of the two founding companies of Verizon.'
https://en.wikipedia.org/wiki/Frontier_Communications
Going back to its roots. Frontier was and is mostly the remnants of GTE one of the two founding companies of Verizon. For certain Alan Gardner and Scott Beasley from Frontier will be in the leadership. The merger will be the time to dump Hans, give him his golden ticket home, and be done with him. Woke is broke for good and soon the company will be a 'communications company' once again.
My guess will be the Frontier CEO will take over at Verizon when merger is done
What I really don’t get is how Hans and the rest of this leadership team are still around while the company vanishes in real time.
They’ve overseen collapsing market share, mass offshoring, and one demoralizing reorg after another. Yet somehow, they’re still on stage talking “transformation” while the core business crumbles beneath them.
And now you’ve got their disciples—the freshly promoted “leaders”—posting tone-deaf comments and corporate fluff like it’s LinkedIn Live. They spew buzzwords, stage visibility plays, and mistake activity for strategy.
This isn’t leadership. It’s optics. Career preservation in a collapsing org chart.
Let’s stop pretending this is a transformation. It’s a controlled demolition—with Hans holding the mic and the rest nodding along for their next bonus.
I agree. He could always come up with a fake birth certificate like others have done.
What’s worse is the influx of newly minted Senior Directors and AVPs who might be book-smart but have zero business leading people. No team instincts, no real-world EQ—just slide decks, metrics, and a desperate need to prove they belong. Leadership isn’t about hoarding information or winning PowerPoint battles. It’s about trust, vision, and execution—none of which show up in their playbooks. Promoting technical loners into people roles is a recipe for cultural collapse.
The Swedish “network-of-the-future” evangelist running the show keeps turning quarterly calls into TED-Talk therapy while the business bleeds out. Since his arrival, the share price drifts sideways, competitors leapfrog our 5G build, and seasoned engineers are swapped for PowerPoint consultants. He pockets eight-figure paydays, yet preaches “cost discipline” as entire departments vanish overnight. The playbook is simple: drown the room in buzzwords, stage a few social-impact photo ops, then quietly sign another layoff memo. What was once a flagship carrier is now a case study in controlled demolition—executed by a marathon-running motivational speaker who mistakes slogans for strategy.
there were a few years there when all he'd do is the quarterly webcast
It's pretty clear that many of the peeps that the FCC wants out of Verizon like to downvote much. Their DEI run is over and they will be bounced to get the deals done. This company did a lot of unprofessional and unethical things that they have to answer for now. Notice how ATT's stock? Verizon's is going nowhere until the wokeness is squeezed out completely. Let the investigations begin!
@cy
You have a point. Verizon Media (Oath) was a Lowell-era disaster, but BlueJeans was all Hans. That said, it’s important to understand that both moves came from the same flawed playbook—just executed by different CEOs under different buzzwords.
Lowell’s media push was largely driven by Tim Armstrong, who sold the AOL + Yahoo vision to him as a way to compete in digital ads. But the real enablers were the consulting firms—McKinsey, BCG, Accenture—who promised a future where mobile data + content + adtech would futureproof Verizon.
Fast forward to Hans: he ditched media but clung to the same consultants, chasing 5G, edge computing, and BlueJeans like they were silver bullets. It’s the same script: inflated projections, buzzword-heavy slides, and zero real strategy.
So yes, BlueJeans was all Hans—but it came from the same gospel that guided Oath. Only the acronyms and PowerPoint decks changed.
Verizon Media was a Lowell failure, bought into a dying market. But Bluejeans was all Hans....
DEI is not allowed that is why he is hiding
Hans will likely be remembered as one of the most underwhelming CEOs in Verizon’s history.
This assessment isn’t driven by a single decision, but by a multi-year pattern of strategic missteps and a failure to position Verizon for sustainable growth. Under his leadership:
• Verizon overinvested in 5G spectrum with limited return on capital.
• The Verizon Media experiment ended in a write-down and fire sale, reflecting poor strategic alignment.
• T-Mobile gained ground, while Verizon struggled to maintain competitive differentiation.
• Internal culture suffered as layoffs increased and employee engagement declined, masked by initiatives like “Citizen Verizon.”
• The company’s strategic direction remains unclear, with shifting priorities and no credible long-term growth narrative.
Hans came from a COO background—strong in operations, but lacking the strategic foresight and market agility demanded by the CEO role in today’s telecom environment. The contrast with past leadership, particularly during the Seidenberg era, is stark.
The recently announced June layoffs are not a reflection of innovation or transformation—they are a consequence of prolonged leadership failure. Verizon is not evolving; it’s contracting. And until accountability reaches the top, no reorg or cost-cutting initiative will reverse that trajectory.
I missed UTS
He's hiding from ICE
Hans has problems like Lockheed does. The FCC I imagine is taking up much more of the company's time than the contract renewals. The contract will be good and fair, bet on it because the FCC is watching closely and the company has not been a good corporate citizen in pushing woke agendas, DEI, and globalization instead of focusing on its tens of millions of paying customers. Hans is trying to clean up his house.