Thread regarding Mutual of America Life layoffs

Memo to the Board of Directors

Memo to the Board of Directors. A Board Member & a watch dog from the NYDFS needs to be on milestone calls with Accenture & firm managment constantly to oversee this transition. In case you have not see it, our first real glimpse into the major issues w/Accenture have come from a recent lawsuit filed in the Southern District of NY by a former managing director of TIAA-CREF. Her name is Marcella Gift. The accusations, if proven true, should send shivers down the spine of every Board Member, CFO, and CFO. Read this from the Complaint:

**"106. Ms. Gift provided specific examples of products and services dependent on Record
Keeping Transformation work with Accenture and launching in Q4 2025, which were
experiencing serious challenges. The first was Annuity Payment Automation for the SIA product
recently launched for 401(k) accounts where the recordkeeper is TIAA or another party. The
second was MyChoice MYGA."

"114. By the end of July 2025, there were critical failures in the overarching Accenture/TIAA Recordkeeping partnership, and by September 2025, there were critical failures in the launch of
the products named by Ms. Gift."

"134. As Ms. Gift was under the threat of the written warning, she was forced to comply and said nothing about the documented and unfolding problems. Months later, the launch of MyChoice MYGA was imperiled. Had the observed problems been escalated in June, providing a long runway for a solution to be devised, TIAA teams would not have been working round the
clock, seven days a week, to build and test the technology needed to launch the product. Instead, TIAA product and technology teams were only made aware in September that Accenture would not be able to meet the October delivery date."

"139. Penrose also learned that there were significant problems in the support model from Accenture and that these problems were creating obstacles to achieving necessary goals and
milestones. He was also surprised to hear this. These were the same concerns that Ms. Gift had been raising. This was also inextricably linked to the requirements laid out in the MSA for the NBIA program."

"By July 2025,
the overall Accenture/TIAA recordkeeping performance scorecard was flashing red due to missed milestones and other failings. By September 2025, the ability to launch MyChoice MYGA in October/November 2025 was severely compromised due to critical failures in technology resourcing through RKT, scoping, and achievement of technology delivery
milestones."**

All to save 30% in Labor Costs


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Post ID: @OP+1kw5y2h57

6 replies (most recent on top)

@k7

As a follow up to my previous post to you:

profitable by 2026" includes 2026.Standard interpretation:

It means the company/project expects to reach profitability at some point during or before the end of 2026.
In other words, 2026 is the deadline year — they are saying they will be profitable no later than 2026.
Common real-world usage:
    If a company says “we will be profitable by 2026,” it usually means they expect to turn profitable in 2026 or earlier.
    It does not mean “after 2026.” That would typically be phrased as “profitable in 2027” or “profitable by 2027.”
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Post ID: @mn+1kw5y2h57

@k7

Quote:
"Company was desperate to hit scorecard. CEO promised firm would be profitable by 2026. It did not pan out"

How in the world would you know this about year 2026. Only the 1st quarter of 2026 was released. There are 3 quarters to go for the year 2026.

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Post ID: @mc+1kw5y2h57

How this all went down (allegedly)

  1. Company culture surveys pointed to a leadership vacuum in Operations.
  2. HR grew alarmed that scores were impacting HR's ability to drive positive change to Board
  3. Customer complaints & Administrative complexities were causing billions in lost assets seemingly not resolvable.
  4. Excessive reliance on paper form for distributions & loans (75% were done by paper) were the highest in the industry costing company $10M per year in excess costs & labor. The SRVP & EVP didn't know how to fix this.
  5. Fraud and account takeovers were creating panic in the C-Suite. Ops was behind in this area.
  6. The CEO knew the EVP in Operations was tied close to the Chief Sales Officer who was fired in 2024. Purge mentality.
  7. CEO, CFO, soon to be COO were hit by Anthem raising health ins. by 9%. Health care was skyrocketing due to aging workforce & GLP-1 costs.
  8. 50% of all IT were holdovers from DOS & COBOL days. Significant non production
  9. CEO & HR place EVP on PIP. EVP is forced to hold 1st ever division wide meeting outlining 6 areas for improvement. the process goes on for 90-120 day. It was a sham. But it provided the pretext to get rid of the entire Division to the Board. The EVP & Division were on PIP.
  10. the annual performance review in early 2025 to EVP was stark. Improve division or you are out.
  11. Engagement with Accenture begins
  12. Company was desperate to hit scorecard. CEO promised firm would be profitable by 2026. It did not pan out. COO & CFO & Sales EVPs could finds ways to raise revenue. In fact, COO was constantly looking for ways to cut prices & cut expenses only. no new organic revenue

And this is THE RUMOR about how all of this went down all to save $10M per year. Meanwhile, Capital Management is spared one more time even as they are underperforming this year & by selling them off & offering better funds in plans would raise more revenue & retain more clients.

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Post ID: @k7+1kw5y2h57

@c6 for those of you downvoting, if you downvote, respond by making your own comments. don’t be a wus and hide behind you down vote, add to the conversation by rebutting the post. Now, on cue, down vote this.

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Post ID: @jk+1kw5y2h57

@by there was no RFP! they engaged Accenture right from the beginning after posters on The Layoff suggested it last year. Here is how this all went down allegedly. The EVP in Boca was under a PIP & The CEO gave an ultimatum. AdminOps/IT was under pressure for yrs. Complaints, inefficiencies, & the belief that 35% of all IT employees were not productive & incompetent. Holdovers from DOS based & COBOL days. The order was: make this change or lose your job. I'm sure this was dictated from the CEO, CFO, COO in a direct order to the EvP in Boca who had been under serious scrutiny for yrs. Forced his hand. If I was on a PIP, I'd feel pressure do something if i was to lose a job which paid $500,000 each year too.

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Post ID: @c6+1kw5y2h57

Did anyone see an RFP for the outsourcing? Did Richie Rich provide the board with more than one option for outsourcing? No one finds that odd for such a significant project? Has anyone asked why he didn’t do a full RFP for this but his long time friend Gabriela at Accenture got the job?

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Post ID: @by+1kw5y2h57

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