It appears that the hub locations will remain as is, but that all new hires and job postings will be located in the 3 campuses.
OP: @a8+1k18wg7sb
12 replies (most recent on top)
@b8 yep. AT&T did this moving all their “MSOC coaches” supporting field ops to Dallas (and laid a bunch of them off 3 months later).
They will claim to also have 3 main campuses - Dallas HQ, Atlanta (old bellsouth HQ), and Bothell, WA.
But there will are more than 3, and there will be more than 3 with Verizon too.
Just like AT&T will never get rid of El Segundo, Charlotte, or Bedminster - Verizon will never get rid of Cary, Ashburn, or Southlake.
Verizon’s current transformation strategy has centered on cost efficiency through workforce consolidation, increased reliance on offshore talent, and a 40/60 employee-to-contractor model. The shift to a three-campus hub structure is intended to gradually reduce U.S. headcount through attrition while maintaining the appearance of stability. However, the execution has not delivered the expected competitive gains.
Leadership underestimated T-Mobile’s resilience. While Verizon focused internally on restructuring, T-Mobile remained externally focused — investing in customer growth, maintaining brand clarity, and expanding network performance. As a result, Verizon’s market position has weakened.
This has placed Hans and Sampath in a difficult position. The structural shift is already in motion, but reversing it would undermine the transformation narrative. Staying the course risks further erosion of employee engagement and customer loyalty.
It’s in this context that recent leadership activity on platforms like LinkedIn becomes more visible. Posts highlighting coverage metrics, speed tests, and network performance serve to reinforce progress externally — even as internal challenges persist. The messaging helps shape investor perception but does little to address declining competitiveness or workforce fragmentation.
The strategy isn’t failing in isolation — it’s misaligned with market dynamics. Operational restructuring alone doesn’t drive growth when customer priorities, talent continuity, and execution quality are overlooked.
It’s wild that just a few years ago VGS had plans to offshore large amounts of finance headcount to India. Fast forward and both Matt and Craig were involuntarily removed (per the proxy). The head of VGS transformation did not have a job with the new head of Vgs and landed elsewhere in Vz. And now they are hiring in the highest cost east coast locations. What a joke
@ab source?
@a7 What are the three campuses?
New York will be over a year away, end of ‘26 or early ‘27. They still need to build it out. Long time to go….dont get your pa-ties in a wad yet
tulsa is closing in early 2026
'Stop whining and get to the office'
Wow, AI is doing what the managers used to do.
Stop whining and get to the office
Agreed, they can't fit 100k+ employees in three campuses. Even if they cut 20% of headcount.
IMO, hubs will stay just with fewer new positions available there. The hubs still have a large presence, and the campus's aren't big enough to move every position there.
The campus's are a way for execs to travel less to meet emps, while still traveling more to do speeches.... having campus's, as described, makes no guarantee that you will actually see more of the leadership - it's for the tax breaks.... why would anyone move to the 2nd largest government tax in the country???
@OP There was no mention (yet) about any sites closing