10% of CDKi to go - The cull has started
1497 replies (most recent on top)
@97b9
Fusion isnt new - its a rebrand of existing products into 4 area Supply (vehicles), Demand, (Consumer Acquisition),Ownership.(Aftersales) Operate - DMS Data.
It a nice way to package existing products into how our customers work. Allows the customer access to a suite of products that are right for them. Thats it at its most basic level - I am sure one of the fancy sales guys can sell it better than that.
What it isnt is anything new apart from the way its packaged - i believe the billing is much more starght forward as well.
Pinewood seem to have similar areas now with Connect, Assist, Reach, Serve.
Can anyone explain to me what Fusion actually is? Are any customers actually using it yet? All the customers I speak to still value rev8 and drive, they may not be cutting edge but that's what the customers realistically want, I don't understand why KLT are so anti dms when it's their biggest money maker, listen to the customer, give them what they want.
Having also been involved in the investor relations it is obvious that FP have destroyed the company and if they think they will succeed in getting $1.4B x 2 they have zero chance. That said they don’t need that because of their initial investment was cash plus a huge loan taken back against the company that would be paid off via profits. When bought it had zero debt. The problem they have is the extra purchases of companies have failed and they have paid over the rate for them. I’m assuming more credit. The underlying issue is falling recurring revenue, huge bad debt as customers not paying and reputation of bad service and bad customer experience. Basket case but at least KLT enjoying huge six figure salaries and bonus whilst the workforce is being sc--wed.
@979g Most likely, he/she will continue to su-k up like all the other managers; it's the only thing they're good at and have the courage to do – they certainly don't have the ba--s to contradict their immediate superior. After all, 250k is better than nothing. Besides, no one wants to miss out on another SKO party, and how would it look on LinkedIn if you suddenly posted that you were #OPENTOWORK?
Keyloop is increasingly reminiscent of a large "company" located in the western hemisphere that calls itself the United States. A crazy leader with a ha--m of subordinates who, despite knowing full well that their boss has no idea what is going on, follow him through thick and thin. I wonder if both "companies" will suffer the same fate?
"I’m a manager in Product, a tier below SLT level, and my compensation package is approx. £250k if bonus is paid 100%. Bonus is 20% of that compensation package."
What do you make of the "no merit increase, no bonus" this year ruling? Thinking of leaving or downsizing at all?
It may be that serious buyers are no longer falling for the old VC narrative: we pay ourselves well, keep staffing costs low, and still deliver a five‑star service to our customers.
The reality, however, is quite different. We pay ourselves generously, rebrand old products with new names and polished PowerPoint presentations without addressing the fundamental issues, and attempt to do all of this with insufficient staff—against the backdrop of a highly dissatisfied customer base.
It's a problem, a big problem, trying to sell a company thinking it's worth double what it was worth when you acquired it, when in reality it's worth maybe half that...
Would love to know who was considering purchasing and taking the business on. Must have been something uncovered to have put all three of them off.
@975x Over the past six months, I have sold my knowledge and acted as an advisor to three interested buyers of Keyloop due to my many years (+15 years) as a senior manager in the company. After a week of investigation, all of them withdrew their interest in acquiring Keyloop. I was never told the reason, but I imagine that the valuation is too high in relation to what FP is asking for.
Incidentally, I was also involved in the potential acquisition of Pinewood, where the investigations took much longer – around three months.
Pinewood sale has fallen through due to AI fears. Are FP still confident the business is worth twice what they paid for it?! Can they put their money where their mouth is if so please.
@96q3 The end has come for a few people already this year in case you had not noticed.
@96kw Been hearing the end is near for quite some time now...?
Keyloop is worth how much? Talk about over valuing an asset.
No pay rises or bonuses being paid. Exploited work force who are taken for granted. Sounds like Mr Burns is in charge from the Simpsons. Someone's taking the proverbial.
I bet management are getting some sort of back hander from this, although they will all deny it. Keep clapping everyone, the end is nigh.
TK says KL is now worth double what it was when it was purchased. I guess he meant in Korean Won
@96jr nice and easy read
@96fq
The strength of this business has always been its people. They are committed, customer‑focused, and deeply invested in delivering high‑quality service. The frustration across teams does not stem from a lack of willingness or capability; it stems from the widening gap between what employees know is achievable and the limitations imposed by recent decisions and organisational practices.
Customer Impact
Employees are increasingly facing customers who are dissatisfied with the service they receive. We know the service can be better — it has been better. However, decisions made at senior levels are creating barriers to delivering the standards our customers expect. These decisions often overlook the realities of available resources, current workloads, and the complexities of our industry. The result is predictable: customer dissatisfaction, operational strain, and reputational damage.
Leadership Disconnect
There is a growing perception that decisions are repeatedly taken without genuine understanding of how the work gets done, the capacity constraints teams face, or the downstream impact on customers. Employees do not feel they can challenge these decisions, as every layer above them appears aligned in the same direction, regardless of the consequences on the ground.
Organisational Silos
Despite commitments to operate “as one,” silos persist — in fact, they are deepening. Teams and even entire countries within the same business unit operate inconsistently, with competing goals and priorities. This fragmentation undermines efficiency, alignment, and accountability.
Unattainable Commitments
Senior management continues to make promises to certain customer groups that simply cannot be fulfilled with current resources or processes. When these commitments inevitably fall short, it is frontline teams who bear the weight of customer frustration.
Employee Morale and Reward
The absence of merit increases this year has further damaged morale. Even in a town hall, leadership acknowledged that the business goals used to justify withholding merit were incorrect — yet they were still used to avoid rewarding employees. Simultaneously, very capable and experienced employees have been let go, only to be replaced later at lower-cost locations. This short-term cost optimisation is creating long-term capability gaps. Ironically, one reason cited for the lack of merit increases was a shortage of consultants to deliver sold work — yet last year, consultants were released.
Quality Standards
The notion that “80% is good enough” has become a standard that is well below industry expectations. Aiming for 80% typically results in delivering closer to 70%, and customers are paying the price. Poor software quality, often compounded by third‑party installations conducted without sufficient understanding of the product, has created recurring issues that frontline teams must manage without the necessary support.
Ownership and Investment
The impact of VC ownership is increasingly visible. While private equity can be a force for improvement, in this case the focus appears to be on extracting value rather than building it. Executive packages do not reflect the reality experienced by the rest of the organisation, and the contrast is not lost on employees.
Growing Strain Across Teams
This year, several long-standing and highly respected people have left the business. Reports are emerging of employees experiencing stress-related absences, which should be a serious warning sign for leadership. Yet we continue to push forward with initiatives — such as the Fusion programme — that are perceived internally as rebranded versions of outdated products, prioritising polished presentation over meaningful substance.
Conclusion
The issues facing this business are not caused by the people who work here. They arise from decisions that overlook operational realities, undermine customer outcomes, and erode employee engagement. The majority of employees want this organisation to succeed, but they need leadership to listen, to understand, and to make decisions that enable — rather than obstruct — effective work. Blaming or undermining the workforce will not solve the problems; engaging with the people who deal with these issues every day will.
All you need at keyloop to go far is to lick lots of a$$, if you can do that you'll go far.
As for India, their 'certifications' aren't worth the paper they're written on, I've witnessed it first hand many times over the past year.
@96fq you truly are a cretin, well done on defending a total bunch of half witted individuals that have managed to sc--w up an already sc--wed up company even more than previous tennents
@96fq Listen @96fq, you clearly haven't a clue what you're on about. I’ve been here since the CDK days; I've got no loyalty to this lot, or any other employer. But I expect to be treated fairly. Management are setting targets that are pure nonsense just to get their hands on my money... how you're still defending them is honestly beyond me.
What is it that is better since the good old days then? Enlighten us.
One of the big problems with this company is that a large percentage of the employees don't want it to work so that they can be right about the good old days being better and how terrible Keyloop is now. These are the same people that used to complain constantly about how terrible CDK was and talk about the good old days of ADP, and the same people that used to complain about how terrible ADP was and refer back to the good old days of Kerridge. The world moves on, companies move on and change, yes some things are worse but some things are better. Make a choice, look elsewhere or get invested in actually succeeding and making a success of it rather than investing all your energy in complaining and hanging around waiting to get a pay out to leave that isn't coming.
We had a technician out for a repair the other day and he was saying how bad it has become working at Keyloop. We discussed how the customer service levels we have experienced had declined over recent years, but after being pointed to this webpage, I can certainly see how bad it has become.
No wonder our group operations director and senior management are looking to move the group onto a new system and put into place relevant safeguards.
How to ki-l a business and demoralise staff. Unbelievable.
So before Xmas we let go of a UK-based infrastructure cloud architect with 30 years experience and all the relevant AWS certifications. We're now advertising for a infrastructure cloud architect based out in India.
Now, no doubt, this is 'legal', if morally dubious, but the stupidity of kicking out all that experience and knowledge is breath-taking. One of the few technically competent people in Hosting sacrificed so we can bring in another cheap half-wit. This company deserves to go under.
@9661 Hear hear!
Tom Kilroy and his cronies appear entirely void of introspection. The decision to disable anonymous comments during town halls is a weak-willed move, though it’s hardly a surprise; it is a clear sign they can no longer stomach the truth. We all saw him during the earlier sessions. He was fair scunnered by the direct questioning and reduced to havering just to avoid giving a straight answer.
It is plain as day that their interests are purely for their own pockets. While I know the folk at Keyloop are a principled lot, and I hold my own integrity very very dear, there comes a point where such ethics become a burden. If greed is to be the order of the day from the top, then we must be canny enough to look after ourselves.
I suggest you shift your priorities. Put Teams and Salesforce or any other app on your phone, then step away. Go for a dander, go shopping, or take the car for service. I ken for a fine fact that there are well-compensated individuals doing precisely that and bragging about it to boot.
If there is to be no bonus and no merit, they shall have no work. That is the long and the short of it. Your time in this company is over, act like it, enjoy life a little.
Keyloop is done. It's a floating shipwreck of lost dreams and ideas which is highly polished on the outside, but jump on board and there is an empty shell being driven by Captain Pugwash and his cronies. It's a floating liability about to be scuttled somewhere off the coast of China or hijacked by some more Somali pirates. The remaining crew will either have eaten each other alive or will have succumbed to the circling sharks which swarm the ship and pick off the weak and loyal.
Such a shame to see a once great business ruined by a bunch of bungling buffoons.
@9661 Plenty of people are speaking out but they are ignored - its what we have been told we have to do - so su-k it up.
Its all about reducing churn this year - yet we appear to be he-l bent on increasing churn through negatively impacting policies across all areas.
Policies are created by people who have no idea how the buisness or our customers operate.
I am forced to sell po-p to people, who dont want it, thats is far from working and unsupportable.
Go keyloop!
He can't handle it, and that's a big part of the problems we're in. He's thin-skinned and can't take criticism. Add in his mis-placed belief in his own exceptionalism and it all adds up to a toxic culture where people are scared to speak out, even when they know something is wrong.
I'm sure he can handle it and also doesn't spend his time looking at this, but just makes you seem like a bit of a tw*t
Exploitation of workers and their rights is a bit harsh as well. I find that a personal attack.
People have worked very hard for this business to get shafted with their bonus and merit rises.
Tom is a big boy, he can handle a little beasting surely?
The personal attack on people's appearance are a bit harsh regardless of how you feel about the way the company is run
They really know how to rub our noses in the sh--e. All lording it up at the Munich SKO. Drinking and partying like there is no tomorrow. Seems like you won an award for turning up. I can see where my bonus and merit rise has gone to. Best of all they all post on LinkedIn with same comments all pushed from HR and communications which have the mandatory ar-e lick of the leadership for being wonderful. Shame what they sell doesn’t work and we have to deal with the nuclear fallout thereafter. Leaches.
Any monies that were set aside this year for bonuses and merit rises have subsequently been redirected to local pie makers, they have been told to deliver directly to the CEO. This appears to have been the case for some considerable time. Thank you for your attention to this matter.
@9577
You made a funny joke 😂😂😅😅😅😅
Joining a union won't help you lol
Tom and HR know how to play the game, you'll just be wasting your time.
If you get made redundant, just take the offer and move on with your life.
@952t From earlier post - Unite, Prospect or CWU are the union choices.
Take your pick.
Unite the Union, one of the largest and most prominent trade unions in the UK and Ireland with over 1.1 million members, specializes in aggressive, "fighting back" industrial action, particularly by targeting "chokepoints" in supply chains to secure better pay and working conditions for its members.
Prospect is a UK-based trade union that specialises in representing professional, specialist, and technical employees across both the public and private sectors. With over 160,000 members, they are known for representing highly skilled roles, including engineers, scientists, managers, and digital experts.
The Communication Workers Union (CWU) is the largest union for the communications industry in the UK, representing over 190,000 members across postal, telecoms, and financial services.
@94ta there are a lot of pictures fluctuating on LinkedIn, especially by inexperienced Keyloopers with short tenure, who either didn’t listen to HR guidelines og who is already so tired of the company that they already try to get a redundancy bonus.
As post with names have a tendency to get deleted I will not share any, but just search for Keyloop on LinkedIn and sort by date ;)
Which one are people joining?
In the voice and style of Baz Luhrmann's - Everybody's Free To Wear Sunscreen, JOIN A UNION NOW. (If you haven't already done so.)
It will be too late to get assistance from them, if you are already having the issue at work and then decide to join and ask the union for help.
@9519 Keyloop is using PR’s to give themself an excuse to kick people out, no matter whether you are over- or under performing.
A typical heartless way used by psychopaths and bad managers.