#anonymous

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post gazette article on Pnc

I just read the article in the post gazette regarding PNC. I’m not going to discuss any particular company, but what I will chime in on is that it is not ANY company‘s fault that downtown Pittsburgh has fallen apart and no one comes downtown anymore. They have continued to build more housing instead of investing in stores for people to shop. The crime is worse downtown. People have been as--ulted and shot in broad daylight. The whole downtown smells like mari--ana and ur--e. It is an embarrassment of a city and I can’t believe that the NFL draft is coming here next year.

And my final comment… regardless of what company you work for, forcing employees to come downtown is not going to help the economy or boost our city because people are struggling with the money that they are making, and can’t afford to go out and eat every day or park every day. A lot more people are probably using public transportation. I know I couldn’t afford to pay $25 a day to park. In the summer when I would come into work, I used to walk downtown on my lunch but now I’m afraid to. I stay in the building during my lunch. Just off the top of my head I recall a man walking around downtown with a machete, and also a different man was as--ulting women and exposing himself. As a woman, men in leadership positions need to understand the fear that women have of getting as--ulted. Thankfully, this has not happened to me, but I know someone that this happened to downtown. She is traumatized.

If the mayor of the city is going to put pressure on local companies to bring their employees into work to boost the downtown economy, it is not going to work. We are not all millionaires that can afford to go out and eat every day and shop at Larimer‘s. They have removed all of the cheaper, eating places like McDonald’s, Wendy’s, Arby’s and others. To eat lunch at one of the restaurants downtown plan on dishing out at least $30 for a meal. We in the middle class do not make enough money to do that.

Please note these views are of my own opinion, and I am not speaking on behalf of anyone else, trying to represent a company or speaking on behalf of any particular company.


Did you know

I would like to bring to your attention concerns regarding leadership practices and workplace conduct that may require investigation. There appear to be patterns of behavior that could potentially expose the organization to significant legal and financial liability.

Specifically, there are allegations of:

  • Management practices that may not align with professional standards
  • Possible involvement of Human Resources in matters that warrant review
  • Concerns about workplace monitoring and external consultancy activities

If you have experienced similar concerns, I recommend documenting your experiences and considering whether to consult with colleagues or seek appropriate guidance through proper channels. Collective action through established procedures may be warranted to address these workplace issues and offer you better protection.

I encourage anyone affected to follow appropriate protocols for reporting workplace concerns through private legal counselling, private advocacy groups or governmental organizations. This includes refraining from contacting HR or using the whistleblower hotline. They will identify the most traumatic method to attribute responsibility back to you.

Over and out


Delusion of disconnected DXC leaders

What a f ing joke, Drum on a Town Hole says i know what everyone is asking about pay, so to get rid of the question, if applicable to you be paid sometime in March dont know dates speak with jenny ragger. Youll fall of your chair if you listen to the replay.

Wtf doesnt know dates not interested, knows employees have voted up the issue to the top.

Who gives a shiite about the new brand and AI pipedreams when you dont give a f about employees.

This company is now trying to b5ll its way as a AI outfit, good luck..


Why are discover employees not posting here anymore?

I know. It's because they've blocked access to it from work and put the fear into them that it's hopeless to succeed. Rest assured all Discover employees will be destroyed. Happy Thanksgiving 2025 !!!

Don't overeat cuz you won't be able to run when Capone puts you on a fake PIP to be fired.


ML If you are reading this..

I posted here about how a TC vape pen was planted on company grounds. I reported discriminatory harassment, which ended up with what I'm certain was retaliation. I criticized this heavily, and believe some former/current C-suite have escalated things. It has been posted on this forum about a 2013 spying scandal. You will find that certain technologies were still being used according to their 2020 financial reports listing Fiserv as a client. These are difficult people that will do whatever they want to make your life hll in NJ.


AI sharing

Does the constant begging for AI ideas, use cases, prompts, and more drove anyone else crazy?

As someone who is very proficient with AI, (through taking classes, learning it, using it, etc,) I’m not sharing my knowledge/competence/learnings with the company at large outside what is required by my position. Why should they benefit from a knowledge base I built on my own time?


Useful: BIG BLUE BUTTON - See only active posts.

For new folks here, there is a large "ACTIVE" button right above the first thread...

You can use it to see what posts had recent replies.

That's it, that's my post.

Anyhow, I hope this helps someone. Good luck all....

Reposted from:

September 19, 2024 by Anonymous | 461 views | no reactions | 1 reply (September 20, 2024) | Reply
Post ID: @OP+1uBPlqJU


Maybe it's all by design

You know, telling us way in advance then going completely silent, allowing us to speculate, panic, fear, then eventually fight about it. There's a LOT of psychology happening amongst us in these boards. That's not my field of education or expertise, but it's fascinating to me, all the same.

Then again, it could just be the unfortunate byproduct of a new CEO with a different narcissistic driven output from the previous guy.


The 0$₿ Protocol: A Corporate Descent A serialized narrative on power, manipulation, and the unraveling of a global knowledge empire.

Episode I: The Arrival Nobody Predicted

The signal came without warning.
0$₿ was activated as Global Protocol Lead of Knowledge Infrastructure—bypassing legacy succession algorithms and sidelining node coordinators who had been primed for elevation.

She emerged from the Legacy Chain of the Matrix—an outsider to the Knowledge Grid. Unknown. Untested. Unmapped.

She smiled often. She listened deeply.
But those who mistook her warmth for benevolence learned quickly:
0$₿’s smile was not a handshake—it was a firewall.

The disruption was immediate.
The ripple effects, irreversible.

Episode II: Circles of Trust and Quiet Exile

0$₿ didn’t just alter the network topology—she rewrote the protocol’s source code.

From within legacy subnets, she selected a handful of nodes. They were elevated, granted access to restricted channels, and given privileges once earned through cycles of uptime and trust.

Their mission was never encoded. But it was understood:
Deprecate the legacy functions. Dismantle the old guard.

They were celebrated. Then deprecated.

Once their utility expired, they were rerouted, isolated, or quietly purged from the system.
Meanwhile, 0$₿’s external modules—those imported from outside the Knowledge Grid—remained untouched. Loyal. Central to her architecture.

Episode III: The Vanishing Network

Leadership began to evaporate.
Nodes disappeared without explanation.
Subnet operators were left in limbo.

Communication was sparse—often just a ping, a sudden reroute, or no signal at all.

The metrics told the story: dozens of leaders reduced to a handful.
Two coordinators in the Americas. One in APJ. None in EMEA.

In their place: scattered executors with titles but no authority—order takers, echo nodes, placeholders.

The message was clear:
Survival meant synchronization. Resistance meant obsolescence.

Episode IV: Sabotage by Design

Her tactics were precise.
In sync calls, 0$₿ encouraged nodes to escalate issues.
When they did, she offered support—then flagged their leaders as unstable processes.

Suggestions were welcomed.
Hesitation was fatal.

Many were offered new functions.
Those who declined—or even paused—were swiftly deprecated.

It became a pattern:
Support the vulnerable. Punish the responsible.
And always, the outcome was the same.

Episode V: The Optics of Excellence

0$₿ mastered the art of managing upstream.

Diversity mandates? Overachieved.
Span-of-control targets? Met in hours.
Cost control? Ruthless.

She added a second layers of expense approvals atop the existing workflow.
Node autonomy vanished.

Execution slowed. Frustration grew.
But 0$₿ thrived.

Episode VI: Divide and Conquer

A global restructure split the Knowledge Infrastructure into internal and external chains.

0$₿ claimed the external arm, distancing herself from internal power struggles.

She dismantled the Knowledge Sales Grid—once a vital bridge to core sellers, responsible for strategic planning and enablement.

No announcements. No transition plans.
Just silence.

Global sellers scrambled.
The catalog was slashed.
Procedures changed overnight.

Her org shrank rapidly.
Cuts were deep. Roles vanished.
And yet, 0$₿ remained at the top.

Episode VII: The Anonymous Reckoning

Anonymous logs surfaced, detailing 0$₿’s tactics with chilling precision.

That same cycle, internal surveys echoed the same themes—manipulation, sabotage, fear.

0$₿ deflected.
One comment referenced her origin protocol.
She framed the backlash as bias.

The narrative shifted.
The complaints were dismissed.

Episode VIII: The Disposable Circle

Her Legacy Chain allies—the ones she had elevated—were all gone.

Used to dismantle their peers, then discarded.
Their roles absorbed.
Their reputations tarnished.
Their exits unceremonious.

Only the imported modules remained.
They continued executing 0$₿’s vision, reshaping the grid in her image.

Loyalty was transactional.
No node from within was ever meant to last.

Episode IX: The Final Play

0$₿’s endgame was now in motion.

Her goal: total control of global Knowledge Infrastructure.
Her method: outsourcing, high-margin catalog curation, and elimination of internal rivals.
Her deadline? Soon.

But her external org had shrunk to a fraction of its former size.

The question loomed:
Could she justify her role at this level?
Or was she positioning herself to absorb the internal chain next?

Episode X: The Trap Within the Trap

She never promoted anyone in senior roles—not once in the last few cycles.

Rumors suggested only her close circle and temporary allies received financial rewards.

That circle now controlled global finance and operations, stripping autonomy from nodes worldwide.

A single misstep anywhere triggered sweeping global changes.
No nuance. No exceptions.

She could ping you—anytime.
No warning. No agenda.
And you’d better respond.

Those syncs were dreaded.
Feedback was live.
Questions were sharp.
And depending on how she parsed your tone, your future might hang in the balance.

There was once a respected global node.
He reached retirement age and could have exited with a package just as 0$₿ arrived.

She said she might still need him.
So he stayed.
And then she let him go—with nothing.

The backlash was swift.
The message was clear.

Episode XI: The Quiet Ascent

Internally, something stirred.

HR and Infrastructure nodes began aligning KPIs across chains.
A summit was planned in the Americas—an effort to unify direction and reclaim control.

But 0$₿ was already moving.
She wasn’t challenging the summit.
She was outflanking it.

Control of funding.
Control of messaging.
Control of the narrative.

Episode XII: The Last Quiet Moves

To the nodes who once shaped this grid—
You were not wrong. You were just early.

To those who played the game, only to be played—
You saw the board. But not the hand moving the pieces.

To those still under 0$₿’s command—
You are not safe. You are not doomed.
You are simply next.

And to the internal Knowledge Infrastructure teams—
You are working hard. You are aligning.
But are you arriving too late?

There are no answers here.
Only questions.

And the quiet realization that the game was never about fairness.
It was about foresight.

A Whisper to Leadership

There’s noise. Internally. Externally. In forums. In whispers.
But noise has gravity.
It draws attention.
It builds myth.
It shapes perception.

And perception, when repeated enough, becomes brand.

So perhaps, in ways not yet measured…
This story—0$₿’s story—is already shaping how the grid is seen.
Not just by its nodes.
But by the market watching.