#corporatestrategy

Why we keep blaming H1B when things do not work the way we want it to be. H1B is HERE to stay like it or Not! Corporations will always follow the money, any company who can do it cheaper will follow the money. It is too late for the golden age...Let's leave H1B alone and move forward. Worry about your Family, Loves ones and put food on the table for once!

Did EH fix us yet?

Pathetic

To report corporate collusion or anticompetitive market manipulation to the U.S. Securities and Exchange Commission (SEC), you must use Form TCR (Tip, Complaint, or Referral).

How to File Form TCR

• Online Portal: Submit your information directly through the digital SEC Tips, Complaints, and Referrals Portal

https://www.sec.gov/submit-tip-or-complaint/tcr-disclaimer

• By Mail or Fax: Complete the printable SEC Form TCR PDF

https://www.sec.gov/files/formtcr.pdf

• and send it to the SEC Office of the Whistleblower.

Important Details to Include

• Entity Information: Full names, addresses, and identifiers of both corporations involved in the collusion.
• Violation Description: A clear, detailed timeline of how, when, and why the collusion or market manipulation occurred.
• Supporting Evidence: Attach relevant documents (such as emails, internal memos, or financial records), but do not send physical originals.

The leadership that has been running the company to the ground for several years has decided the failures aren’t due to their own choices — not the years spent pulling engineers away from innovation to chase a commodity PC chip, not the fixation on edge AI while the entire industry moved toward datacenter AI, and not the pattern of entering mature markets long after everyone else.

They never prioritize, never take responsibility, and always look for someone beneath them to blame.

Now they’ve concluded that the real problem is the workforce. Their “solution” is to push out hardworking people and replace them with new hires from the industry, buying themselves another 3–4 years of insulation while nothing fundamentally changes. Because the core issue is them.

And this is the only company where one individual simultaneously controls the financial decisions, the operational direction, the business strategy, and the sales pipeline — all concentrated in a single seat, right next to the CEO. There is no separation of responsibility, no checks and balances, no accountability. When one person holds every lever, failure has nowhere to go but downward.

By 2029, when shareholders start asking why the promises remain unfulfilled, they’ll either quietly exit or invent another cycle of excuses.

Meanwhile, countless careers and families will be disrupted — while the same leadership circle continues to thrive, untouched by the consequences they created.

What does this really mean?

Sorry peeps, but this is therapeutic… doing the work for the reporters so they don’t have to. 🤷‍♂️

Centene expects to spend $315 million to $365 million on employee separation costs while reportedly committing $500 million to as much as $1 billion to Cognizant for technology services involving TriZetto, claims, billing and customer service. Source: https://www.beckerspayer.com/workforce/centenes-buyouts-could-have-a-315m-price-tag-for-the-rest-of-the-year/

Here’s the important part… *Investors, CMS, and the state agencies sending billions of taxpayer dollars to Centene** should ask whether the work is actually disappearing or whether Centene is trading internal capability, institutional knowledge, and direct accountability for vendor dependency.

A point of comparison: Citi is moving in the opposite direction, reducing its reliance on technology contractors from approximately 50% to 20% to strengthen data governance, risk management, and operational control. Source: https://www.reuters.com/business/finance/citigroup-plans-slash-it-contractors-hire-staff-improve-controls-2025-03-13/

Why is Centene increasing vendor dependency at exactly the moment its execution risk is increasing? Why did Citi decide to do the opposite? Both are highly regulated industries. United Healthcare is also investing heavily internally and is quarters or years ahead of Centene in that regard.

Now that OxyChem has sold, it looks to me that we have an EVP with nothing to do. Where am I wrong?

Polluting the world w its non environmental products Animals have broken down nervous systems near data centers. Stop the madness

https://www.tradingview.com/news/prnewswire:3f8bc5859ebaa:0-did-humana-inc-insiders-breach-their-fiduciary-duties-to-shareholders/

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RV gets a seat on the OpenAI board. Now a McKinsey exec gets a board seat at BNY. What’s next in this game of thrones?

I’m not sure why analysts continue treating each new Centene C-suite promise as if the last one was delivered.

In 2021, Centene told investors it was targeting a 3.3% adjusted net income margin, with the benefits of its margin-expansion plan expected to materialize in 2023 and 2024.

Drew Asher was specifically named as one of the executives driving it.

Here is what Centene actually delivered, using its own adjusted earnings and premium-and-service revenue:

• 2021: 2.58%
• 2022: 2.48%
• 2023: 2.60%
• 2024: 2.58%
• 2025: 0.59%

Four straight years of approximately 2.5%, followed by a collapse to 0.6%.

They didn’t briefly reach 3.3% and fail to sustain it. They never reached it at all.

Employees were reorganized, outsourced, offshored and RIF’d in the name of “margin.” Meanwhile, the executive specifically charged with delivering margin expansion missed Centene’s own target every single year.

Apparently, “accountability” is another expense Centene decided to eliminate.

Question to the Board: when does Drew get RIF’d???

Target:
https://filecache.investorroom.com/mr5ir_centene/114/CNC%20MS%20Conference_Final.pdf

Results:

https://investors.centene.com/2022-02-08-CENTENE-CORPORATION-REPORTS-2021-RESULTS

https://investors.centene.com/2023-02-07-CENTENE-CORPORATION-REPORTS-2022-RESULTS

https://investors.centene.com/2024-02-06-CENTENE-CORPORATION-REPORTS-2023-RESULTS

https://investors.centene.com/2025-02-04-CENTENE-CORPORATION-REPORTS-2024-RESULTS

https://investors.centene.com/2026-02-06-CENTENE-CORPORATION-REPORTS-2025-RESULTS-AND-ANNOUNCES-2026-GUIDANCE

when do we start the merger with Comcast? before the administration changes I'm sure? are they just going to create a small new company like Altice/Optimum did to place all of their debt in and let that portion go bankrupt?

Why so many executives and team members from Network moved under Vivek?
What’s the end goal ? There is Network SVP reporting to Vivek. They used to be peers.

This garbage company and its garbage M&A under existing leadership have destroyed it. If this company... and its incompetent corporate development team under even more incompetent leadership and a clueless board... could evaluate opportunities half as well as its peers, maybe it wouldn’t be in this situation. Instead, they have a bunch of unqualified people running business development under GM and Skippy, who themselves apparently can’t add, subtract, multiply, or divide.

I'm seeing a lot of people (some know a lot, others don't have a fckng clue) analyzing the financial engineering the company has been carrying out in recent months. Well, none of that is a coincidence, considering who is at the helm.

Without a shred of admiration, but with all the recognition he deserves, it must be said that our CEO is an absolute wizard when it comes to high-stakes Wall Street finance, and it all goes back to his time running with Carl Icahn.

For five years, our CEO was Icahn’s right-hand legal guy, which is basically like getting a master's degree in corporate warfare from the most aggressive shark in the business.

When you work for Icahn, you are learning exactly how to rip apart corporate balance sheets, we-ponize debt, and corner massive boards into doing what you want.

So when Icahn won that brutal proxy fight against Xerox back in 2018 and ki-led their multibillion-dollar deal with Fujifilm, he planted LP inside Xerox as General Counsel to be his eyes and ears. Over the next five years, LP probably was the secret architect behind some of the wildest financial stunts you can imagine.

We are talking about helping orchestrate a crazy $33B hostile takeover attempt where Xerox, the smaller company, tried to swallow HP using a mountain of structured debt.

The real proof of how savvy this guy is came in 2023 when Icahn decided to cash out and sell his entire share back to Xerox for over $0.5B. Usually, when an activist investor leaves, his people get kicked out the door right behind him. But LP had made himself so indispensable by rewriting the company's entire operational playbook that Xerox couldn't afford to lose him.

FF to 2026, and the company is in a tough spot with the stock down, and the board immediately handed him the keys as CEO.

If anyone knows how to engineer a financial miracle out of a tight corner, it is a guy who spent a decade learning the ropes from Carl Icahn himself.

and many people misunderstood what I meant to convey.

Yes, every corporation is run with CEO to President to VP system. And is not what I was talking about.

But what I meant by breaking up Nike into different segment is to do what GE did.
As many of you were aware, GE was struggling for 15 years because of big conglomerate model that Jack Welch put together. They basically got rid of old segmensts like electronic and appliance to another company. Got rid of finance division. And others that were too many to mention. And concetrated on Aerospace, mostly jet engines. GE Vernova which mostly makes jet turbines. And GE Healthcare.

I suggested that is path that Nike should take too.
Currently, Nike making sandals to $600.00 retro snickers under one umbrell. That is too wide offering for one company to effectively run.
Yes, sell Converse.
License out many products.
Jordan should be brought to performance basketball and performance division. A division for all Nike performance is handled.
Nike ACG and SB and other items should be group together for Nike orient towards young people. Because Nike is doing poor job of reaching out to really young people.
And another division for Nike product that are for mass public like dept store, national chain with lesser level of product but has high volume.
Another division for licensed products including NCAA.

Each division with it s own CEO who has to answer to head CEO but with independence to do whatever it takes to show the results.

Right now GE is finally kicking a-s.

If Nike continues at current path, it will be DOA. Dead on arrival.

Hey, we have a new president Paul T – who has a background as an asset manager. Must be here to replace Rawool?, In the failing DXC, do we think he is here to prepare a turnaround, sale, refinancing, or orderly wind-down?

Lumber producer Interfor is shifting its corporate support functions from British Columbia to Peachtree City, Georgia. This move aims to align corporate operations with the majority of its business, which is located in the US South and Northwest. This strategic relocation follows a trend of Canadian manufacturers moving operations to the United States. Interfor's decision is influenced by the significant portion of its sales and operations already based in the US.

https://woodcentral.com.au/interfor-corporate-functions-us/

Intel is implementing new layoffs within its data center division, impacting employees who supply processors and technology for AI infrastructure. This move occurs despite significant growth in the data center industry and rising demand for AI capabilities. The company stated these changes are part of a strategy to become more focused and efficient. Experts suggest that companies may be using AI as a justification for pre-planned workforce reductions. Ultimately, even booming sectors are not immune to corporate job cuts.

Santa Clara, California

https://www.datacenterknowledge.com/management/intel-layoffs-show-data-center-workers-aren-t-immune-to-corporate-job-cuts

BP ex-chair Manifold planned to remove Director Amanda Blanc

https://www.marketscreener.com/news/bp-ex-chair-manifold-planned-to-remove-director-amanda-blanc-ce7f51dcd889f52d

You should be thinking like an executive saying to yourself how much can I strip out of this company while contributing as little as possible.

The answer is: this TRP MC member recently joined the board of another public company.

AI is not a strategy

A Very Simple Plan to Reset AT&T

1. Cancel the new HQ project and redirect that capital toward the things that actually matter. Use a portion of those savings to fund a responsible workforce transition and right-size the company for the future.

2. Give employees a choice. Offer virtual status to roles that can be done remotely, and provide location incentives for those who choose to work in-office or whose roles require it. Stop treating every employee the same and start managing based on outcomes.

3. Get aggressive on debt reduction while prioritizing fiber expansion, network investment, and the technology needed to compete.

4. Restore trust with employees, rebuild the culture, and focus everyone on winning instead of compliance.

AT&T doesn’t need more buildings, more bureaucracy, or more policies measuring where people sit. It needs a clear strategy, disciplined capital allocation, and a workforce focused on innovation.

The market rewards companies that make hard decisions and invest in the future. Get the strategy right, and the stock will take care of itself.

AI is overhyped and I think investors are starting to catch on. I have yet to hear how the AI companies, (ChatGPT, Claude...etc....) are going to make back the money money being spent on datacenters,(100s of billion$). As far as I can tell there really doesn't seem to be a big demand since both Meta and Google are selling their comute to the AI firms rather than using it for their own needs. Also, there is now a race to the bottom on token pricing further exacerbating the issue of profits. I don't see the profits meeting the expenses or even coming close. So, How does this effect Corporate America's embrace of the tech?

June 30th was the drop dead day to file the IPO. They've been shopping the IPO for 6 months and the market said "no thanks". Anemic growth (circa 1%), one time ebita bump from massive cost cuts and the McGraw IPO flop has put a nail in this coffin. I predict Apollo will look to carve up the peices and get their money back .KKR is probably pushing for the same thing. MH? he will be gone and I bet the process has already started. NK and the rest of the pretenders? Well they will jockey for position but Apollo will bring in an outsider to carve up the corpse. All the folks who jumped on this bandwagon are, I'm sure, not as upbeat as 3 weeks ago. They jumped on a sinking ship, threw the crew overboard and now their hubris will fade away rather quickly as they look to the exits

https://www.thedrive.com/news/how-texas-police-spent-4-5-million-on-four-chevy-tahoes

So sweet!

We back the blue, no matter what. We should build these vehicles directly instead of letting CogNyte profit from the massive markup on retrofitted surveillance technology. Everything should be designed and built in America. Ford Tough. The strong profit margins on a small number of specialized vehicles are simply an added benefit of helping law enforcement do good police work.

Are EchoStar employees still calling themselves “disruptors”?. The pay TV business is bankrupt, satellite TV is dying, Sling isn’t competitive, the wireless strategy has been abandoned, and Hughes is under pressure… what exactly are you disrupting? I have an offer but I am wondering if it’s even worth taking

I know how we see this mess. Now I know how others see it. Pretty much the same.

https://x.com/johsinny/status/2077162630452519380
Posted at 10:45 PM on Jul 14, 2026

"Verizon was once a pillar of American innovation. Today it reflects strategic drift and a failure to lead.

With no clear path to growth or meaningful differentiation, CEO Dan Schulman appears to be reverting to the oldest and weakest playbook: cutting skilled American workers to prop up short term stock bump.

This tactic ignores a fundamental truth. A company cannot hollow out its own institutional knowledge without consequence. The talent being discarded is the very foundation that made Verizon great.

What we are seeing resembles railway operator’s “last car” fallacy. Remove the weakest link for a smoother ride, but there is always another last car. Eventually, nothing of value remains.

This is not leadership. It is managed decline.

The board must recognize the trajectory and act before an iconic American company is diminished beyond repair."

Seen this a hundred times. Massive layoffs, but useless mid manager and c-suites are mostly retained. No real stock value injection attempted.

It is a tired strategy, one used on so many brands in the past. The goal is not to bring the company back to its former glory. The goal eventually is to shop to other rising companies.

Verizon lost. T-Mobile handed us our hats.

It’s been a year since Shell declared they were not going to make an offer on bp. And there have been almost no speculation about mergers or takeovers since then. This place must be so unappealing to the rest of the industry. Someone please just step up and do what need be done.

VZ to acquire Dish out of bankruptcy, laying off massive amounts of head count to pay for it.

Layoffs to fly under the radar of the larger story

They keep talking about the majority of the minority vote being needed to merge DT and Tmo. So how would you do that if you knew the current minority would vote no? You push them out. How? Drop the stock price so people panic sell. Lay them off so they are forced to sell. Devalue the company as much as possible so a buyout must happen for the org to survive. Once DT acquires TMo, sell to starlink because the FCC can't block a german owned company.

The goal isn't financial success right now, it can't be.

How much do you want to bet that Fiserv does sell to those big banks but the deal still has Fiserv operating the network. Meaning basically nothing changes other than some money. This allows the banks to bypass the regulations and Fiserv keeps doing its thing. Imagine how difficult it would be to pull Star out of Fiserv at this point, I would say a minimum of 5 years to unwind that beast.

Purely speculation…email domains are all moving to @hcsc.net…leased offices were being weird about blue branded items when they closed…there’s more emphasis on HCSC everywhere you look.

BCBSA got hit with a huge class action settlement. Could HCSC be distancing themselves from the blues to avoid the financial liability?

Let the speculation begin.

Could these two things be related?

https://www.thetimes.com/business/companies-markets/article/albert-manifold-bp-cut-board-ousting-tdz9m6ps0

https://pinnbc.com/the-scaling-leaders-brief/f/166-billion-mistake-why-boards-wait-until-its-too-late

XOM has sold its Australian assets to Woodside. Why would XOM announce the potential acquisition of Woodside when they are minimizing foot print in Australia? 🇦🇺

Is this a co-k block so Shell or BP don’t purchase Woodside?

DXC has all the energy of a company that accidentally put “innovation” on its PowerPoint template and has been trying to live up to it ever since. Every restructuring is announced like it’s the dawn of a bold new era, yet somehow the biggest breakthrough is discovering another department that can be renamed, outsourced, or merged into an acronym nobody understands. If corporate strategy were a game of Jenga, DXC would be the team proudly removing load-bearing blocks while assuring everyone the wobbling is actually “operational agility.” It’s the sort of place where “doing more with less” eventually becomes “doing less with absolutely nothing,” but somehow there’s still time for three meetings, four status reports, and a mandatory training module about embracing change.