I no longer work at Verizon, but I spent enough time inside to know the difference between transformation and attrition dressed up as strategy.
Every quarter, we hear about “efficiency gains,” “AI enablement,” and “headcount optimization.” But here’s the thing:
You can’t cut your way to growth.
So let’s ask what’s not being answered:
• What exactly are you building, beyond a leaner org chart?
• Where is the reinvestment that ensures Verizon remains competitive 3–5 years from now?
• How do you replace deep institutional knowledge and frontline experience with automation and vendor slides?
• And most importantly—is there a plan beyond hitting the next earnings call talking points?
Because from the outside, it doesn’t look like transformation.
It looks like slow-motion retreat.
I’ve moved on, like thousands of others.
But I still care enough to ask:
Are you leading a turnaround—or just managing the decline with prettier language?
That’s the part Wall Street won’t ask.
But we will.