Thread regarding Verizon Communications Inc. layoffs

There’s nothing illegal about what Verizon is doing. But let’s not confuse legality with integrity.

Behind the quarterly calls and LinkedIn spin lies a simple truth: Verizon is not growing. It’s surviving—barely—by dressing up decline as discipline. And the stock price? It’s not supported by performance. It’s propped up by optics.

Let’s break it down:
• Earnings per share are sliding. From $5.06 in 2022 to a projected $4.70 in 2025. Real growth? Nowhere to be found.
• No stock buybacks executed, despite authorization for 100 million shares. Verizon is sitting on its hands while pretending it’s holding a winning card.
• Dividend yield above 6%—a seductive signal to yield chasers and pension funds, masking stagnation underneath.
• $3.5 billion in bond buybacks—not to spark innovation, but to “look responsible” while bleeding talent and cutting investment.

It’s financial engineering 101. Reduce leverage, keep the dividend, talk up fiber, and hope no one asks what’s actually changing on the ground.

The result? A soft Ponzi of perception. Retail investors think they’re buying into a stable utility. Employees see leadership that confuses buzzwords for vision. And Wall Street applauds because the spreadsheets still balance—for now.

Let’s be clear: This isn’t fraud. It’s just deeply unethical financial theater. A play written to buy time, avoid hard decisions, and pretend the company is evolving when it’s not.

Verizon doesn’t need another layer of consultants or a new DEI dashboard.
It needs courage. Strategy. Leadership.

Because when your future rests on dividend psychology and passive fund inertia, you’re not a growth company. You’re a ghost company.

Love the new Creative Director’s vision. Hires Pete David (nauseating) to hype “3 year lock on prices—who’s doing that?” And T-Mobile rolls out a 5 year price lock. Verizon just continues to win, LOL.

They will soon get rid of the daytime switch techs as well and only have a night shift. After the last few catastrophic events, they do not allow switch techs to do specific work during the day, not even laying out fiber.
This was clear once they also started GRE. They will take care of the switches during the day.

This company can care less about the employees. The culture is terrible.

When not raising prices becomes the “plan” the keep customers around, you know Verizon has run out of ideas for true growth. Operational excellence is still be a viable business model. Just that cost cutting becomes the norm.

Post ID: @dx+1jv5pc4tv

This isn’t the Verizon you knew. And it never will be again.

The 1101 struggle is real, and no one’s dismissing the immediate contract issues. But let’s not confuse that with the bigger picture:
• Verizon is no longer planning for growth—it’s planning for containment.
• The long-term play is headcount reduction, vendor conversion, and offshoring.
• Whether it’s union or non-union, full-time roles are being slowly replaced with consultants, third parties, and cheaper overseas talent.

That’s not anti-union rhetoric—it’s corporate reality.

So while the union fights for what’s left, the C-suite is quietly executing a different vision: a smaller, flatter, outsourced Verizon designed for dividend preservation—not workforce expansion.

It’s not a distraction to talk about this. It’s the next phase, whether people want to admit it or not.

@dx+1jv5pc4tv This is exactly what that anti union vp trash does when you ask about gains.

This is meant to distract from the union posts!! Good job vp from 1101.

@c3+1jv5pc4tv If you really believe all of those 15k employees will survive the acquisition, you are naive.

"While executives take the stage to talk about investing in America, the company is executing a long-term plan to reduce headcount to 70,000 by 2030—down from over 117,000 just a few years ago. Most of those cuts are coming from internal teams. The new model? Offshoring, outsourcing, and consultants on rotating contracts—cheaper, less accountable, and easier to discard."

Now with AI getting 'smarter' - most of the executive teams can be replaced or outsourced. Though AI might already be too smart for making the decisions most of the executives do these days. Certainly an AI CEO can tabulate some data to release to the shareholders and Wall Street and get the stock price to rise.

I do think the computers of the 1990's had already surpassed the knowledge needed to replace the executives for making 'important' decisions.

I clearly remember a few earnings calls (now in the distant past) where Lowell, Stratton and David Small touted our American Workforce. All the Call Center employees were based in America. You could understand and actually resolve PC issues with Tech Support!

Now, I dread calling Tech Support and will call a dozen times to get someone who is a native English speaker. Why should I struggle with trying to understand someone who mumbles and clearly doesn't speak English?

Post ID: @ay+1jv5pc4tv

Good Comment!

Verizon isn’t dying from market conditions—it’s dying from boardroom drift.

The company is clearly executing a downsizing strategy: reduce headcount, outsource operations, preserve cashflow, and pivot to a leaner model. On paper, that could work—if executed with precision and leadership.

But here’s the catch: the C-suite can’t deliver.
• Hans Vestberg’s leadership is defined by branding exercises, not operational clarity. He’s a globalist marketer managing a utility company like it’s a startup.
• Too many initiatives, not enough results—from 5G Home to BlueJeans, private networks to One Fiber, each rollout fades into irrelevance or mediocrity.
• Financial discipline without strategic reinvestment just becomes slow decay. They’re cutting fat, yes—but also muscle, bone, and identity.

The result? Verizon isn’t becoming a focused, mid-sized powerhouse. It’s becoming a directionless, risk-averse utility with a legacy name and no clear core.

It’s not that Verizon’s plan is unsalvageable. The problem is: the wrong people are holding the steering wheel.

Post ID: @c3+1jv5pc4tv

Good Question!

Since 2018, Verizon has shed over 12,000 jobs—not counting the 11,000–15,000 shifted during the Frontier divestiture. But this isn’t just natural attrition or restructuring. It’s a blueprint.

Analyst modeling and internal trends point to a long-term reduction goal: a 70,000-person workforce by 2030. That’s down from over 117,000 before the Frontier sale. How? Through:
• Offshoring and outsourcing to firms like Infosys and Accenture
• Vendor conversion replacing full-time staff with contractors
• Attrition without backfill, especially in support, IT, and customer operations

Verizon doesn’t need to announce layoffs to make them real. They’re happening through structure, not shock. It’s the IBM playbook—quiet, methodical, and permanent.

So while the company talks about “ecosystems,” it’s actually executing a managed retreat from full-time employment in the U.S. One polished press release at a time.

It is disgusting to watch these hypocritical liars pretend they care about America after doing everything they can to offshore jobs for years. It’s an obvious attempt to get favor for fcc approval of the frontier acquisition. It’s quite rich for them to talk about supplier investment when the same supply org just moved hundreds of American jobs to Ireland for tax benefits to line their own pockets. These people care nothing of people or country. They’ll say and do whatever they need to and ultimately worship money over all else.

Where does the 70k come from, proof? Do your numbers factor in the Frontier move with 15k staff?

We’re managing decline from being a large company, to acting more like a midsize company.

In small companies, employees wear many hats and perform many tasks manually.

In midsize companies, decision makers are increasingly empowered to utilize vendors and purchase technology to conduct business more efficiently.

In the largest of companies, employees start developing their own tools (now automated and highly customized) to fill in the gaps that weren’t quite filled by a 3rd party solution.

The shortfall of 3rd party vendors is they, too, have a goal of a replicable, boxed solution that they can rapidly deploy to customers. This works at complete odds with large business needs. Maybe we’ll just downsize anyway and “accept less” when we win on price?

@a2+1jv5pc4tv We had a US CEO before Hans, the guy was a HUGE DB to the craft and massively overpaid for assets ($130 billion for Vodaphone, anybody?) besides.

No curtain to pull back - it's been the story for years. It's the slow erosion of off-shoring then outsourcing. Off shore is lauded about their accomplishments while on shore leadership intentionally minimizes and marginalizes any accomplishments by on shore domestic staff. They dangle the 'engagement' carrot as means to show they care, but in reality, it's to check a box for the BOD and the Street.

So don't kind yourself or pretend that any of this new. It's death by a million cuts.....

True indeed. Managing decline is Hans' primary job. Not a visionary nor an inspiring leader. Until they BOD brings back a US CEO, it's a sad business case in slow decline and loss of market share.