Below are all the posts — topics as well as replies — that mention the hashtag #acquisition.
Mention #acquisition in your post to continue the discussion!
Seems like the offers are lesser compared to what we make at Juniper. From today's meeting, seems like the next pay cycle for us doesn't happen until end of next year.. They kept talking about such a huge number for bonus funding.. has that been really the case or is it just on paper.. anyone knows.. ?
Even if you get an offer, seems like we just have to hang in there until we move out..
I'm getting more and more detached from this combined team...
I didn’t think it was possible but Go Go has made a good move. The purchase of Cenovus 50% stake in WRB should have been done a long time ago.
It just goes to show that even a broken clock is correct 2 times a day.
All of those employees are at the Bremer Service Center in Lake Elmo.
The filing says the layoffs are “As a result of the acquisition of Bremer with Old National Bank”.
https://www.fox21online.com/2025/09/08/bremmer-bank-to-layoff-244-people-in-minnesota/
Source:
"Imperial Oil to be bought out ? - post regarding ExxonMobil Corp. layoffs"
URL https://www.thelayoff.com/t/1k4gad26c
Link: @OP+1k4gad26c
I'm thinking all locations that are not considered high performing will be on the chopping block. And that'll be just the start. I hate this is happening because I actually like my job here. I don't want to leave, but I'm starting to feel like I should before the you-know-what hits the fan.
With the acquisition of FL coming any rumblings of reorgs within DSG?
How do long timers at Cisco feel about the acquisitions taking over instead of assimilating?
1 this too shall pass eventually
2 will make Cisco better
3 can't wait until they go away
4 give them a chance
“That’s capitalism folks. You either succeed or fail or someone could buy us”
I heard that from CEO in person about 4 months ago.
Comments are welcome folks.
ConocoPhillips is implementing a reorganization, reducing its workforce by 20-25% to cut costs amid declining oil prices and rising expenses, with most layoffs occurring before yearend.
by Conglin Xu
Key Highlights
(1) ConocoPhillips plans to cut 2,600-3,250 jobs due to cost pressures, primarily before end-2025.
(2) The energy company aims to complete its reorganization and announce new leadership by mid-September, with full implementation by 2026.
(3) Similar layoffs are occurring industry-wide, with Chevron, BP, and SLB also reducing headcounts.
US oil and gas producer ConocoPhillips will cut between 20% and 25% of its workforce as part of a sweeping reorganization aimed at cutting costs and improving competitiveness, the company confirmed on Sep.3.
The Houston-based energy firm employs about 13,000 people worldwide, meaning between 2,600 and 3,250 jobs will be affected. Most of the reductions will occur before yearend, with the new corporate structure and leadership team to be announced in mid-September. The broader reorganization is expected to be completed by 2026.
The move comes amid weaker oil prices and rising costs that have squeezed profits across the industry. ConocoPhillips’ second-quarter net income fell to $2 billion, the lowest since early 2021 during the COVID-19 downturn. Chief executive officer Ryan Lance said costs have climbed by about $2/bbl in recent years, with controllable expenses rising to $13/bbl in 2024 from $11/bbl in 2021, eroding competitiveness.
In an internal video, Lance noted that as the company optimizes its organization and take work out of the system, fewer roles will be needed.
Oil, gas company layoffs
Other oil majors have also announced significant layoffs this year. Chevronsaid in February it would cut up to 20% of its staff, bp plc plans to reduce its workforce by more than 7,000 positions, and oilfield services giant SLB is trimming jobs as well.
In August, ConocoPhillips announced it expects to achieve more than $1 billion in cost cuts and margin improvements by the end of 2026, in addition to $1 billion in synergies it plans to achieve from its acquisition of Marathon Oil in 2024.
https://www.ogj.com/general-interest/personnel-moves-promotions/news/
Friends, Our CFO " AKA the Iceman" sees layoffs like brushing the teeth - it's a regular activity ??
OK, not sure I get the similarity, but good for him that he does.
As all of you knows our stock price has been falling. In the last 3 months the stock drop (about 12%) has erased more than 37 BILLION Dollars of value. This equates to more than an entire year of Gross Revenue.
I'd say this is a problem. actually a "big problem"
So what does everyone think the Iceman will do to attempt to bolster such a loss ( and of course to protect the Ex Board jobs). Yes. you got it. Layoffs will be coming to SAP - especially all of those high cost areas. The rest of the way they will try and "buy" their way out of the downward spiral and buy some acquisition with the hope it will divert investor focus on SAP performance.
Q4/Q1 will not be happy times here.
Quipt Home Medical Corp. (“Quipt” or the “Company”) (NASDAQ: QIPT; TSX: QIPT), a U.S. based home medical equipment provider, focused on end-to-end respiratory care, today announced the closing of its previously announced joint venture transaction with three major health systems and two hospitals to acquire Hart Medical Equipment (“Hart”). Quipt has acquired a 60% ownership interest in Hart, with the remaining 40% interest collectively held by Henry Ford Health, McLaren Health Care, Blanchard Valley Health System, Wood County Hospital, and The Bellevue Hospital.
https://www.morningstar.com/news/globe-newswire/9522483/quipt-home-medical-completes-strategic-acquisition-of-hart-medical-adding-60-million-in-revenue
"Today was my last day at Red Hat.
I won't tease you with fake suspense, the whole runtime and middleware division from Red Hat is moving to IBM, and this week is my turn. So on Monday I'll be back at IBM."
https://x.com/MickaelMaison/status/1961518724433027301
Sale will go through in January.
Next VSP or large scale restructuring is imminent. Hearing chatter around 2Q/3Q 2026. Makes sense with Frontier acquisition closing but too close to past 2024. So may not be a VSP and just restructuring 🤔
These layoffs are consistent with Oracle's business model. That is to say:
Given this model there is no such thing as too many reductions.
Questions?
I’ve been anxious about the future of this company ever since it clearly started its downward spiral. On the surface, this deal may look like a resolution, but to me it feels more like a continuation of the agony. More uncertainty, more stress, more pressure - and with the new owner, motives and practices are very much in question. I can only hope the transition works out for at least some of us, but honestly, I’m doubtful.
merge with The Human Interest or Vestwell
Probability? Thoughts?
Are you hearing anything about a merger or acquisition of FirstEnergy?
Over the past few days, we have been hearing about quite a few people who had dedicated their lives to Juniper. These people spent upwards of 80hrs a week in supporting the organization grow and deliver.
As this acquisition is taking shape, we are being informed that these folks do not have a place in the new organization. This is beyond comprehension. How can our SVP's EVP's make such decisions and completely ignore these individuals in favor of the new team. Some of these people let go have a resume that's longer than the age of these new members.
I'm beyond stunned today as I hear about a specific individual who worked tirelessly in delivering the results, appreciated repeatedly and making our SVP/EVP successful in the eyes of our CEO. If this isn't betrayal I don't know what is..
Today, I can say that I no longer have any respect left for this person's previous supervisor.
Not everyone is excited about the deal. The Private Equity Stakeholder Project, which bills itself as a watchdog organization rooting out the impacts of private investment, said in March it was “very wary” of the deal, noting several of Sycamore’s portfolio companies have filed for bankruptcy.
The watchdog group further noted that Sycamore appears to be paying for the acquisition mostly using debt, which could leave Walgreens financially vulnerable down the line.
What a sellout, how sad.
The recent CEO and Board are a bunch of cowards plain and simple. Total lip service and many even bought that lip service. Look what has happened. Beyond a sad day for many people. They say the only constant things in life is change and paying taxes. But change doesn' t mean to sell out to VULTURES. You FAILED as leaders ...but what do you care. You get a lot of money..That is what is it all about right. But also many of you voted for this. You RUINED a respected... what was once a pretty good company. A fact is a fact. Just terrible.
The announcement that AT\&T will acquire 50MHz of spectrum from EchoStar for \$23 billion represents the definitive end of the long-running attempt to maintain four nationwide wireless carriers in the United States. The deal, reportedly brokered under pressure from President Trump to prevent a politically damaging EchoStar bankruptcy, changes the structure of the US wireless industry permanently. It also highlights the challenges of sustaining competition in an industry where scale, spectrum, and capital are decisive factors.
For AT\&T, the transaction is a decisive win. By securing 30MHz of mid-band spectrum at 3.45GHz and 20MHz of low-band spectrum at 600MHz, AT\&T closes much of the gap that has long separated it from T-Mobile in 5G capacity. This acquisition not only strengthens its mobile network but also bolsters its fixed wireless access product, AT\&T Internet Air, which becomes a stronger competitor to both T-Mobile’s fast-growing FWA business and cable broadband. AT\&T also gains a valuable new wholesale relationship, as EchoStar’s Boost Mobile customers migrate onto AT\&T’s network. This arrangement improves network utilization and provides stable wholesale revenue with little acquisition cost, while giving AT\&T a prepaid brand to counter challenges from T-Mobile and cable MVNOs.
For EchoStar, the deal is a retreat from the costly dream of building a facilities-based fourth carrier. With billions in debt and regulatory headwinds, EchoStar chose survival over independence. The \$23 billion infusion allows it to retire debt and reposition itself as a hybrid MNO, running its own cloud-native 5G core while relying on AT\&T’s radio network for national coverage. This move stabilizes the company but confirms that the four-carrier doctrine has failed.
The consequences for the broader industry are profound. Verizon now finds itself in the most difficult position. Once the network quality leader, it has fallen behind on mid-band spectrum compared to both T-Mobile and AT\&T. With AT\&T closing much of the spectrum gap, Verizon faces greater pressure to invest heavily to keep pace, all while defending its customer base against FWA competitors and cable MVNOs. T-Mobile, on the other hand, sees its once-unique spectrum advantage eroded. It remains strong, but will now be forced to compete harder on price, promotions, and service differentiation, which could compress margins.
Cable operators, particularly Comcast and Charter, emerge as short-term winners, as their MVNO businesses gain leverage from the intense competition between the big three carriers. Yet, the long-term picture is more complicated. With only three wholesale partners left, the supply of network access is more concentrated, which increases bargaining power for the mobile carriers. Over time, this is likely to result in higher wholesale prices and less favorable terms, making the current window of opportunity for cable companies to lock in deals absolutely critical.
From a policy perspective, the transaction marks a turning point. For over a decade, US regulators insisted that a four-carrier market was essential for healthy competition. That policy has now collapsed. With EchoStar pivoting to partnership instead of building an independent network, the United States has formally transitioned to a three-carrier market. The Department of Justice is unlikely to oppose the deal, given its reported political origins and the administration’s explicit interest in keeping EchoStar solvent. This leaves regulators with a new challenge: how to ensure competition and consumer benefit in a market dominated by three powerful incumbents.
Looking ahead, EchoStar still controls valuable spectrum, most notably AWS-4 in the 2GHz band, but also holdings in AWS-3, CBRS, C-band, and millimeter wave frequencies. These assets will attract interest from Verizon, which desperately needs mid-band spectrum, and from T-Mobile, which has always opportunistically added spectrum. Although EchoStar faces restrictions from its earlier role in the T-Mobile/Sprint merger that prevent selling certain spectrum until 2026, political pressure could easily waive those limits if it serves broader interests.
Each of the major players now faces clear strategic imperatives. AT\&T must execute flawlessly, ensuring that Boost’s integration strengthens its network rather than degrades it, while aggressively using its prepaid and FWA offerings to challenge cable. Verizon’s priority is defensive: it must retain its wholesale contracts with Comcast and Charter, even at the cost of margins, to avoid losing a critical revenue stream. T-Mobile must take the offensive, offering aggressive terms to win cable’s wholesale traffic and reshaping the industry’s balance of power. For Comcast and Charter, the moment is one of maximum leverage, and they must extract the most favorable long-term wholesale terms before the market consolidates further.
The AT\&T-EchoStar spectrum deal therefore represents far more than a simple transaction. It is the closing chapter of the four-carrier experiment, a restructuring of market dynamics around three national players, and the beginning of a new era where cable companies and MVNOs play kingmaker roles in wholesale negotiations. At the same time, it highlights the risks of overreliance on politically brokered interventions and the limits of regulatory engineering in a capital-intensive industry. The US wireless market now faces the challenge of fostering competition and innovation in a concentrated three-player environment that will define the next decade of telecom strategy.
https://www.sdxcentral.com/analysis/the-5-firms-who-could-buy-intels-network-business/
https://www.sdxcentral.com/analysis/the-5-firms-who-could-buy-intels-network-business/
I'm hearing rumors AT&T wants to close the Lumen deal before the end of the year. This might explain why.
AT&T announced yesterday that they will pay EchoStar $23 billion in cash to acquire a portion of EchoStar's wireless spectrum licenses, specifically 30 MHz of mid-band (3.45 GHz) and 20 MHz of low-band (600 MHz) spectrum - the deal is expected to close sometime in mid-2026
After Layoffs, Chicago Reader Survives With New Seattle-Based Owner
The Pacific Northwest media company Noisy Creek announced the acquisition Tuesday of Chicago's longstanding alt-weekly, which has struggled in recent years.
https://blockclubchicago.org/2025/08/26/after-layoffs-chicago-reader-survives-with-new-portland-based-owner/
Block Club Chicago
Aug/26/2025 05:24 PM
Location: Chicago, Illinois
The advancement of Pfizer's antibody-dr-g conjugate portfolio has not spared the former Seagen site—and those who helped develop the therapies—from layoffs.
Pfizer lays off 100 workers at former Seagen HQ in Seattle area
https://www.fiercepharma.com/pharma/pfizer-lays-100-former-seagen-hq-seattle-area
Fierce Pharma
2025-08-26 T 14:40:57.136Z
www.fiercepharma.com
Good luck boys,
IBM will likely be sold off in pieces and what’s left, acquired, much like Digital Equipment Corporation and Sun Microsystems. Two once great companies with some brilliant people that had strategic plans that failed to pivot in time for the way the marketplace was going. I loved working for DEC, until we started losing money.
When will IBM get achieve a healthy revenue growth rate? It has been many years since we have had consistent impressive revenue growth. It seems executives are focused on cost cutting and acquisitions to achieve profitability and meager revenue growth.
Just putting it out there but the Cenovus board of directors should contemplate a trade of MEG for Lloyd thermal/Lloyd cold production assets. Cenovus would obviously have to pay a lot more to close this deal but it may be the only way to get rid of a manager that believes people with no Thermal experience can run the control rooms at thermal plants and also a LTCHO superintendent who just shortly found out the thermal plants run 24 hrs a day.......
Might be tough with the great acquisitions of Gear and Rife energy on second thought.
Never mind, buy Meg and just shut LTCHO down, that's probably the best.
Welp, we are getting bought, how long before they start laying us off?
Rumours abound that Mark’s layoff was a surprise to him and that the board offered him a graceful way out but that he didnt accept it.
We heard M&A during the earnings call.
This the firing of Mark be a prelude to OpenText being acquired?
If so, who?
Just like at APC. We hit $110 a share and then went into freefall. Wound up floundering in the $40's till we were bought. Our debt wasn't the same but if VH keeps paying it down as a focus, you will start looking attractive for someone who wants part of your assets. A 20% premium barely gets you over $50. Sad...
Public story: John B, President & COO, “leaves for a CEO role elsewhere”.
Alternative story: he was walked to the door with an excuse.
"Think about it": you don’t pour 2-3 years into Reinvention, secure the Lexmark deal, build the org around your plan… and then bail two weeks before the real integration battle begins... unless someone either makes it impossible for you to stay or strongly suggests you go.
The narrative is classic:
Announcement wrapped in cloying praise (corporate damage control).
Immediate successor already lined up (succession was planned waaay before the news went public).
Keeps a Board seat and a ceremonial “Integration Committee” role (an elegant exile to save face, not actual operational control).
If this was his choice, it’s because he saw the cost overruns, turf wars, and ugly compromises coming once Lexmark and Xerox cultures start grinding against each other.
If it wasn’t his choice, it’s because someone higher (guess who?) decided the Reinvention architect wasn’t the right one to live in the house he designed.
Either way, JB’s timing is perfect: he leaves with his reputation (almost) intact, before anything collapses, while keeping a Board seat so he can still claim credit if it somehow works. He’s also safely out of the firing line when the knives come out.
Bruno gets his big career upgrade. The rest of the leadership team gets to “own” the unfinished Reinvention house.
We, the employees-peasants, get to keep holding up the walls while the "architect" waves from a safer place.