Thread regarding CDK Global Inc. layoffs

I've heard Keyloop now has a large part of its support staff in India.
If a war ever broke out between russia and the west which looks more and more likely every day, India would most certainly side with russia, this is potentially a massive risk factor for any potential buyer.
I know some companies are relocating support to more neutral locations such as Vietnam and the Philippines. China would also be a massive risk.

So to protect their golden salaries, from the now evident failure of their management, they fire the poor workers. Congratulations, that's "accountability"!!!

AM Live once again showing the keyloop stand is empty and everyone flocking to the competition. They will say they were packed but if you are here you can see the shambles in front of you. Customers hate them with a passion so many are openly stating their dissatisfaction. Muppets

The prevailing business model appears to be one of strategic ATTRITION. A slow, deliberate thinning of the workforce under the guise of operational efficiency. Meanwhile, the diligent employees, are expected to shoulder increasing workloads under mounting pressure, all while compensation stagnates.
In contrast, the coffers of incentivised managers and HR executives, who receive incentivised payments for terminations swell, funneling ever more into the bottomless vault of Kilroy’s empire, a system that rewards extraction over equity.

@8shd
Yep welcome to a business that last year delayed merit rises by 6 months so they fell into a Jan to Dec cycle. This year the KLT/ELT cant even confirm if we will have them back dated to Jan - (yet to be decided!) Reviews will be completed by year end but the internal process doesn't allow them to be actioned until March. Everyone assumed a back date.
This type of behaviour is damaging to employee relations and comes at a time when there is significantly more pressure on everyone to do more with less than they need.

I feel sorry for the people at OEC who eventually will transition into Keyloop, and end up working under the horrendous domain structure. But yet again a clear sign that Keyloop doesn’t have any visionary product and engineering people, forcing FP to acquire another company.

GOOD. I am glad they failed and keep failing. Any dismissal is bad for all employees and company culture. We all know that the loss of jobs means more pressure being put on individuals and our colleagues.

You don't have the skills to even handle a simple dismissal, you id--ts, you risk causing yourselves incalculable damage.

Since ATG acquisition, HR has been an absolute abomination. Burn the witches I say

@8qts tell him to get rid of ELT, SLT and HR if he want to succeed.

You got 5 minutes in a room with Tom Kilroy. What do you say, what do you do?

Hit me up b1tch3s

I only knows that in multiple countries (with a high cost index) where one particular DMS operates, there have been a great deal of redundancies since summer. Sales, Engineering and Product have lost people, probably with more to come.
So yes, it’s looking like yet another sale of the portfolio to trim for the big FP sale next year.

Talking about cash and run, the other day I overheard some ELT members talking about an upcoming sale of one of the pan-eurpean DMS’.
Anyone know anything?

Took the cash and ran

@8hns How did you get on with the solicitor?

How many apps went down yesterday due to Aws failure, eggs in one basket not a great move

AWS is the future!

@8nzs
Please Read Posts before replying
This was in response to people complaining about being audited in the post I was replying to which informs Reviews but are current and on going not every six months.

"But that doesn’t mean we should shy away from being audited or measured on the quality of our work and overall output."

Kind of underlines the point!

@8nzk Not having a performance review is a local management issue that you need to take up with your manager or your managers manager.

@8nvs
There’s no denying that CE are overwhelmed, overworked, pulled in multiple competing directions, and are underpaid. (Like everyone!)

But that doesn’t mean we should shy away from being audited or measured on the quality of our work and overall output. In fact, we should expect it. Without performance reviews, how the he-l can anyone know where they need to improve or even that they’re doing well?

This should be standard practice in any role, in any business. Lately, some of Gen Z have pushed back against performance metrics, claiming they’re too stressful. Yet these same individuals demand excellent service from everyone they interact with—and that only comes from having clear, measurable goals that are measured.

They should obvs be fair and consistent. But let’s be honest: we all work with people who do very little or do it poorly. Some of the customer conversations I overhear in the office are appalling, and some written communications don’t reflect a professional business.

Customer service in the UK has declined in recent years, largely due to the lack of effective performance measurement.

So bring it on—I’m happy to be audited. I do my best, and I want that to be recognised. If I need to improve, I want to know.

You cant moan about the world around you and then hide your head in the sand listening to your internal voice telling it all their fault how is all them and not you.
You need a balanced external view

@8nrp Indeed CDK was at 90% but Keyloop targets 80% readiness, it's worth noting that no software launches at 100%. However, knowingly releasing incomplete products to secure contracts—then neglecting the resulting surge in support cases—undermines both customer trust and internal morale. Bonuses may be met, but those dealing directly with customers are left to manage the fallout.

Years ago, we were told our most valuable asset was our data and its commercial potential. That narrative has disappeared—presumably because FP got what they needed. Now, the focus is entirely on Fusion.

Fusion’s concept and design are promising, and internal restructuring seems logical. Yet the product remains immature—more theory than practice—and still relies on an underfunded DMS that desperately needs overhaul. Support teams report increased case volumes, not fewer, and many early-adopter customers are threatening to leave due to unresolved issues.

A friend in Customer Enablement shared that their team is under intense pressure—constant monitoring, relentless audits, and competing priorities. Even basic triage processes have become unnecessarily complex, driven more by appearances than actual results. Leadership would be better served by tackling one major issue decisively, rather than spreading efforts thin and achieving little.

In our own area, attrition is rising. Stretched thin like all areas, and many people have stopped going the extra mile. Loyalty has gone unrewarded for years, and decisions now seem driven by spreadsheets rather than people or customer.

When you put your people first, they’ll put your customers first. Satisfied customers drive positive business outcomes, which in turn enable investment back into your people. It’s an old business principle—but one of the few that consistently stands the test of time. Unlike the the Wizard of Oz (if you know, you know)

90% of the cdk product portfolio was not perfect and full of gaps, this is not new. Understand the view but there are customers that are using the software and rolling it out aggressively so must meet some of their business requirements, no?

As a former Keyloop employee, I can speak frankly: the company seems to be entering a critical stage. Today, all eyes are on Fusion, but in my view, it’s still an “empty shell”—lots of promises, very little substance, and essential features still missing. Anyone working on it knows how far it is from being genuinely useful for dealerships.

At the Keyloop Fusion Live 2025 event, Harvey, Chief Revenue Officer, said: “It won’t be perfect, but it gives us 90% confidence.” Honestly, that statement sums it up perfectly: Fusion is far from a mature product, yet it’s being marketed as if it were.
Keyloop this Is THE END!!!

They don't know what the F*@k they're doing......................

@8n2a sadly the people at the top are out of touch with real life, it's just a case of hopefully selling the company and getting their bonus and sodding off and then shafting another company for Francesco brothers in the ongoing process, hope the super hub team in India realise that as soon as they get Ai into the system all jobs that can be handled by that will be and the majority of the Indian team will then be out on their ears in the process, don't envy a new company having to try and sort out the mess they are actually going to end up with but can but hope they take better care to listen to those that are left in the company, good luck to all

It’s evident that Keyloop hasn’t got a clear communication and marketing strategy that is aligned to the company’s overall strategy, or maybe the KLT is realising that it have failed. There is a big and great testimonial on Keyloops website from the customer: Elite International Motors, promoting Keyloops DMS and even sales people are linking this testimonial on their LinkedIn pages. But the last thing I heard from the CRO and even the big DMS boss himself, a couple of weeks ago, was that the DMS is dead and that the platform is the present and future. Yes, I know that the DMS’ is linked to the platform, and yes I know that it will take decades before the DMS is fully decoupled and obsolete, but the message given by the KLT and even SLT is different than the testimonials on the webpage. How can customers even take Keyloop serious, when Keyloop gives these different messages depending on whom and where the message is presented.

@8mw8 That’s a really fair point, and I completely agree that the shift to hybrid working was ultimately driven by the collective choice of staff, not just leadership. Once that flexibility was given, it’s understandable that people adjusted their routines accordingly.

It’s a shame that some of the knock-on effects weren’t managed more proactively afterwards, but you’re absolutely right

@8mw2 as much as I dont think Keyloop have done anything right in many years, the decision to work remotely was not one KLT made, it was made by the staff. The majority of the business always had the ability to work remotely but company policy was to come into the office, when covid happened everyone that could went home and left the few that needed to attend to physical assets in office. At the end of covid all staff were invited to vote on what they wanted and they chose to hybrid. They wanted the option to come into the office but to work from home. In the years that followed teams only came in when management forced them, even site events with free food barely pulled people back in. As the saying goes - use it or lose it.
I know Keyloop is a sinking ship and im glad to not be there anymore but some decisions are brought on by the actions of many not the decisions of the few

Keyloop has a clear objective to reduce its costs in order to increase profits – a classic private equity roadmap.
This is achieved, among other things, by cutting some of the most costly items – premises and locations. It is a fact that Keyloop has closed several locations and transferred employees to full home working contracts. It would be interesting to hear management's view on this direction, given that it has been scientifically proven, and is therefore being implemented by more and more large international companies, that working from home is detrimental to, among other things: Company Culture, Cohesion & Innovation. Something that Keyloop otherwise prides itself on, and which is the basis of its entire “Culture of Accountability.” So there seems to be a clear conflict here between what Keyloop and HR believe is right and what researchers, other companies, and international leaders believe is right. I know who I believe most, even though TK and KLT “know what they are doing, as they have done this before.”

As a former senior executive at CDK International, I am genuinely disappointed when, in my new position at a Keyloop competitor, attend various global trade shows and local OEM dealer association trade shows and observe that Keyloop is conspicuous by its absence. Either it is an incredibly arrogant approach to believe that the products sell themselves through word of mouth and therefore there is no need to network and show your products to those who actually need them, or else the solutions have become so poor over the last five years due to a lack of investment that they can no longer be shown to dealers. Now, the harshest critics will probably ask why I care about Keyloop at all when I no longer work there. I do so because I, together with former colleagues, have worked hard for more than 20 years to break down industry barriers and develop some fantastic products. Ex-colleagues who still work at Keyloop, so it's more about being proud of something I helped build and which Keyloop seems to be throwing out the window.
All I can say is that I recently attended a large MB-specific trade fair, and Keyloop was nowhere to be seen. This is the kind of thing that is talked about in a small, specific world, which is what the mobility world is.
It is clear that Keyloop is focused on the domestic market and not other markets, even though they try to appear otherwise (e.g., by sending one person to Australia). Does Keyloop even know how big Australia is and what it takes to enter that market?
I can only say that my personal income benefits greatly from Keyloop's lack of global effort.

Testimonial Tuesday is brilliant piece of corporate communication. Keyloop of course are so incompetent that they sc--w it up and make themselves a laughing stock in the industry. They only have four positive customer feedback pieces so they are put on constant rotation for the last two years. D-mb and d-mber strike again.

@8m0a

Your response here reflects an attitude that contributes to a divisive culture within our business. Instead of fostering collaboration, it perpetuates a perception that the SaaS teams view the DMS teams as outdated, unnecessary, and negative.

The vast majority agree that Fusion represents a significant step forward for our organization. However, the DMS teams are acutely aware of the challenges we face: our core DMS is outdated, unreliable, and in need of substantial improvement. Unfortunately, these issues are often overlooked because they do not generate positive headlines or immediate revenue, both of which are critical for our bottom line.

It is important to recognize that the DMS (Operate) forms the foundation upon which all our other hubs are built. The concerns raised by the DMS teams are not simply demands for attention, but calls for necessary investment in a system that underpins our entire operation.

Moreover, the situation is exacerbated by the frequent release of new products that are 80% complete, resulting in issues that negatively impact customer data and operations.

My advice is to approach these challenges with maturity and a solutions-oriented mindset. Try to understand why those who address core customer issues may feel undervalued, especially when the focus is primarily on promoting new technologies.

I hope you will consider that your attitude displayed here may also be reflected in your day-to-day interactions. When the new systems encounter difficulties due to weaknesses in the DMS, you may find yourself relying on the very people whose contributions you currently undervalue.

@8m01 sounds like you are yet another DMS person desperate for attention because you think you’re being overlooked?" Grow up and welcome to adulthood.

Keyloop's challenge is that they consider themselves to be a SaaS company, and therefore they hire ELT and SLT people who are presumably skilled in that field (SaaS). The problem is that Keyloop is NOT a SaaS company – yet. Sure, there are SaaS products and elements in Keyloop, but the core of what is offered is not SaaS, it is DMS, whether the talented CRO, she likes it or not. So if Keyloop continues to remove managers from the old CDK and DMS space, at the same pace as I change my dirty G-string pa-ties after a good night out on the town, the company will forget where it came from and therefore lose its bearings in terms of where it is going. That is what is happening now, and it is one of the reasons why there are so many challenges in getting, for example, ADC, ServiceHub, and eventually VEGA and other SaaS products to function optimally, because the core of Keyloop (DMS) is simply being ignored. I also don't think it's any secret that the people who work with DMS on a daily basis, whether it's support, engineering, or product, feel that they are looked down upon and deprioritized.
I don't think it's any secret that the people who work with DMS on a daily basis, whether it's support, engineering, or product, feel that they are looked down upon and deprioritized compared to those who work with SaaS products in the company.
I could easily go into more detail about what is wrong, but that is not what Keyloop pays me for on a daily basis, so I will leave it up to the respective, undoubtedly talented ELT and SLT managers to explain to FP when the time comes – probably sooner than expected.

Another Operational KLT VP failed and getting pushed aside. No one lasts longer than 6 months as the strategy is wrong and they don’t care about experience and capabilities. It’s a train crash that keeps giving. Get out FP you are beyond useless.

Can any more information be shared about the rumoured redundancies?

More redundancies? Which part of the organisation?

Watch out sisters and brothers. Next week is going to be manic when it comes to redundancies. Don’t accept any meetings unless there is a clear and available agenda. If you get an invite that you suspect could be a potential “final call”, reply that you haven’t been feeling well lately so you call in sick.

The settlement negotiation tool which many of you have is all of the staggered sham redundancies going on. It doesn't look good to potential buyers, if a business has multiple lawsuits hanging over it's head. A judge would look unfavorably at a business if a high number of claims were going on and they would side with the employees making any claims.
The sell off date is approaching, the KLT have a deadline and targets to meet. They want their bonuses and final pay offs. It's a good time to sharpen up your CV and think about what a good settlement figure may look like for you. After all, the sell off is going to happen soon and time is moving fast.

@8jm0 they paid 50% more than what a court ruling against Keyloop and a subsequent settlement in court would have cost them. I suspect that someone from KLT was involved in the decision to avoid more negative press coverage than they already have in my country. In addition, there are the normal statutory and contractual financial obligations that they have to pay regardless, but which they also tried to avoid paying by opting out of them in the first draft agreements.