#costcutting

why this time I hear target is on STCB, they dont charge so much , cut at expensive locations will help the economy

Seeing signs of L3Harris Communication Systems transitioning more of its footprint and resource allocation out of Upstate New York toward its primary base in Florida. From a strategic standpoint, the driver behind this is clear. ​Labor Overhead: Tapping into lower operational and labor costs in Florida compared to New York.
​Tax Advantages: Leveraging a far more corporate-friendly tax environment in FL.
​Talent Pipeline: Positioning the segment directly in Florida’s heavily concentrated defense tech corridor, providing access to a larger pool of cleared engineering and manufacturing personnel.
​It seems like another example of major defense primes consolidating operations into lower-cost, business-friendly hubs. Has anyone heard timeline specifics or how much of the legacy Rochester presence will ultimately remain?

Leadership repeats these concepts on every call, and have for years. In 20 years of having health insurance as an employee here, my costs have gone down ZERO times.

Year over year, it only gets more complicated.

Talk is cheap. Like propaganda, no matter how many times they repeat it - doesn’t make it true.

Reduce my costs, pay my claims - start with those two - get the basics down first.

Seems to me the HQ is being phased out, and jobs being shipped overseas for cheaper labor. Is there still a plan to move HQ somewhere else? I don't see the point... there's literally not many left at HQ.

The company is providing voluntary early retirement packages to eligible executives as part of broader cost-cutting initiatives. This program aims to offer enhanced benefits to employees who meet specific age and service criteria. The offer is a time-limited opportunity for U.S.-based employees at director through EVP levels. This move follows previous layoff rounds and signals continued efforts to reshape the organization. Disney is focusing investments on content, technology, and experiences for future growth.

Burbank, California

https://variety.com/2026/tv/news/disney-offers-execs-voluntary-retirement-packages-1236841676/

When will all the Verizon segments get their own prom like Value? We are all the best in the business and want to celebrate how we play to win and drastically cut costs. It will be expensive to buy prom clothes with today’s prices, but I’ll save some money by not wearing socks. Let’s go team! One Verizon!

Did anyone notice that the last cycle saving account contribution didn't get credited to your sunlife account? Isn't this stuff supposedly regulated and a company could be penalized for error, like some type of interest/missing opportunity cost.

I know AI is all the rage, but when I see we're looking for more than $60 billion in debt financing, I can't help but wonder how much risk is piling up. That's a huge amount of money, and if the AI bo-m slows down, I don't want the employees paying for it through more cost-cutting or pressure to hit impossible targets.

DE Shaw has accumulated a stake worth more than $1bn in Sysco, adding significant weight to the hedge fund’s long-standing investment in the US food distribution giant as the company seeks to accelerate growth and cut costs through AI, according to a report by Reuters.

https://www.hedgeweek.com/de-shaw-builds-1bn-plus-sysco-position/

Specialized industry groups-waste of
Money w AI

Starbucks is laying off 224 employees in a final phase of its global restructuring. The affected roles include support positions and workers who declined relocation to Nashville. The company stated this is not a new round of cuts but the conclusion of a previously announced strategy. These changes impact coffeehouse construction and design teams. The move is part of a broader effort to streamline operations and reduce costs.

https://www.king5.com/article/news/local/seattle/starbucks-to-layoff-224-employees-workers-who-declined-nashville-move/281-679c2b25-2db1-4ac1-9754-ac3a9af5c32e

Why isn't AT&T cutting the pay for all remote workers?

Guarantee you 90% would stay even with a 10 to 20% pay cut. Make it happen and stop torturing the rest of us. The expense and inconvenience of commuting 5 days a week is outrageous.

The recent documentary about Boeing is an interesting watch.
How those at the top exercised rampant cost cutting, destroyed trust in a company and lined their own pockets at the expense of everyone else

"In 2009, Boeing opened a facility in North Charleston, South Carolina—a non-union state—to produce the Boeing 787 “Dreamliner” plane as cheaply and quickly as possible. The majority of the plane structure was outsourced from cheaper suppliers rather than being assembled in-house. The facility was soon full of shoddy engineering—ill-fitting pipes were sledgehammered into place, holes were found in aft body fuselage sections, and tiny metal slivers that were liable to cause massive electrical problems were found in the planes.

So much for cost savings in technology. Everyone from Europe and NA in May lost their jobs to pad this guy's payroll.

Obviously many of these posts are coming from employees or former employees. With that being said, the company is gravely in debt.
Which positions are unnecessary to continue the operation of the business?
Please list them in response. Maybe just maybe upper leadership will wake up instead of continuously bleeding money to unnecessary employees with unnecessary job titles.
Decrease your liabilities boys!

Been hearing about layoffs all this week. Time to brush up the ol resume if you haven’t. certain regions are also on a travel ban to save money

https://finance.yahoo.com/energy/articles/apa-targets-700m-cost-cuts-170203957.html

It certainly isn't from the executive payroll.

Verizon’s had rolling layoffs through 2026 (~16,600+ cuts). One round did target 20% of management roles — later waves leaned more toward staff/HQ jobs. No one’s to blame — just cost-cutting waves.

To: Dan Schulman, CEO of Verizon

Dear Mr. Schulman,

As a dedicated stakeholder, I want to acknowledge the ambitious goals set for Verizon. Reclaiming market leadership and maintaining a dominant industry position is a vision we all share. Navigating a hyper-competitive landscape requires a strong strategy, and the need for organizational evolution is well understood.

However, I wish to offer constructive feedback regarding the current implementation of this strategy. While cost efficiency is a standard business lever, a heavy reliance on continuous workforce reductions has created a culture defined more by uncertainty than by innovation. Significant personnel losses deplete institutional knowledge and place immense operational pressure on remaining teams. When workloads increase while teams face ongoing structural changes, morale and engagement inevitably decline. Furthermore, these internal pressures appear to be manifesting externally in our service quality with multiple network and system outages we have seen recently. Long-term corporate value relies heavily on the stability and well-being of the professionals executing the strategy.

Since the broader transition to 5G, there has been a noticeable shift in network performance compared to the legacy 4G era, with users occasionally experiencing connectivity gaps in high-traffic or residential environments. Verizon’s primary competitive advantage has historically been its gold-standard reliability. Prioritizing aggressive cost-cutting over network excellence risks erasing the differentiation between us and our competitors. To protect the customer base and reduce churn, a return to highly available and resilient network is essential.

I urge you to consider a more balanced approach to this transformation—one that prioritizes technological innovation and infrastructure over continued personnel reductions. Let us ensure Verizon leads the industry by investing in groundbreaking products and services that competitors cannot easily reproduce. A long-term legacy is best built on technical superiority and a motivated, stable workforce.

Thank you for your time and leadership in considering these operational perspectives.

Source below…
—-
This is Jim McNerney.

To me, he is symbolic of a much broader change that occurred in the American economy starting after 1980.

Companies that had historically been run by engineers, operators, and people who spent their careers working their way up through the organization increasingly began to be run by MBA and finance-oriented executives brought in from the outside.

Boeing is one of the best examples.

Boeing was once considered one of the great American companies. One reporter described it as almost less of a conventional business than an association of engineers devoted to building extraordinary flying machines.

In a sense, almost like a co-op of engineers.

Then, in 2005, Boeing hired Jim McNerney as CEO.

Under McNerney, Boeing increasingly emphasized cost reduction and financial performance.

Engineering labor costs were cut. Significant portions of engineering and manufacturing work were outsourced. The intention was to save money, but critics have argued that outsourcing ultimately created additional costs through coordination problems, repairs, redesigns, and rework.

At the same time, Boeing increasingly returned billions of dollars to shareholders through stock buybacks.

When a company generates large amounts of cash, it has choices.

It can:

• invest in research and development
• invest in new products and manufacturing capacity
• pay employees more
• build financial reserves
• acquire other businesses
• return money to shareholders through dividends or stock buybacks

The criticism of Boeing is that it increasingly chose the last option.

And that matters.

Every dollar devoted to financial engineering is a dollar that cannot simultaneously be invested in engineering, employees, manufacturing capability, or R&D.

Meanwhile, employees were raising concerns about the quality of Boeing’s products and engineering processes.

Some engineers and employees who raised concerns said they faced retaliation, harassment, or termination. Some subsequently filed whistleblower complaints with the FAA.

Years later, the Boeing whistleblower story became even darker and more controversial when two prominent whistleblowers died, fueling intense public discussion around the company and its safety culture.

Then the airplanes started crashing.

In 2018 and 2019, two Boeing 737 MAX aircraft crashed, ki-ling hundreds of people.

What is particularly striking is what happened financially.

After the first crash, Boeing’s stock would still reach an all-time high before the second crash.

Think about that.

A company could be experiencing an emerging engineering and safety catastrophe while the financial markets were simultaneously signaling extraordinary success.

Around the same period, economist Daron Acemoglu and his co-authors studied what happens when companies hire managers with business-oriented backgrounds.

One of their important findings was that worker pay tends to decline after these managers take control.

And critically, those wage reductions were not necessarily accompanied by corresponding improvements in productivity, output, investment, or efficiency.

In other words, the company was not always becoming fundamentally better.

It was becoming better at transferring value.

Less to workers.

More to executives and shareholders.

Research like this suggests that changes in corporate management philosophy may explain a meaningful portion of the rise in American income inequality.

There are several possible policy responses.

Stronger antitrust enforcement.

Greater union power.

More competition.

But another idea deserves more discussion: stakeholder capitalism.

One proposal already introduced in Congress is the Accountable Capitalism Act.

Among other reforms, it would require very large corporations to give employees representation on their boards, with workers electing 40% of directors.

The principle is simple.

If employees help create the long-term value of a company, they should have some representation in determining how that company is governed.

That changes the incentives.

Instead of corporate leadership being overwhelmingly focused on quarterly earnings, stock prices, executive compensation, and financial extraction, employees would have a formal voice representing engineering capability, institutional knowledge, product quality, long-term investment, and the durability of the company itself.

Boeing is therefore about more than Boeing.

It represents a much larger question about American capitalism:

What happens when companies stop being run primarily by people obsessed with making the product better and start being run primarily by people obsessed with making the financial metrics better?

https://vm.tiktok.com/ZN88tkwsX/

Tulsa Public Schools board members unanimously voted against proposed reductions to special education staffing. The district had planned to eliminate nearly two dozen positions to address a significant budget deficit. Employees and advocates argued that such cuts would harm students and disrupt established relationships. Despite the rejection of these specific cuts, the district still faces substantial financial challenges. Further restructuring and cost-saving measures are anticipated in other departments.

Tulsa, Oklahoma

https://tulsaflyer.org/2026/05/02/schools-families/post/tulsa-public-schools-special-education-cuts-rejected/

Ubisoft Toronto has recently reduced its staff by 40 employees. This action is part of a broader cost-reduction strategy by the parent company, Ubisoft. The layoffs are occurring amidst significant economic pressures within the gaming sector. Remaining employees may experience an increased workload. These developments signal potential challenges for future projects.

Toronto, Ontario

https://gamedev.net/news/1757-ubisoft-toronto-hit-by-layoffs-40-staff-impacted/

Hearing they will stop lunch in September and limited snacks? Is that true? What's really left of FactSet?

The majority of Centene jobs are going to be outsourced to India for pennies on the dollar. Think about it.....Why would they keep us and spend large US Salaries/Benefits costs, when they can take our work to India, utilize AI, and viola 1hr worth of work done for 5 or 10 cents on the dollar. This is a business and no one cares about your financial/family situations. Sad, but true. It's the harsh reality. It might now happen tomorrow, but most likely in the next 1 to 10 years I'm sure of it.

Will this round bring tsunami of law suits. Any remaining US citizen will get kicked out. This is it.

Getting rid of even one US citizen will help the org meet the 10% cost reduction since most 90% of the teams exist in India.

Reports indicate Oracle is planning another round of job cuts before September 1. Managers have been instructed to identify employees for potential termination. This follows significant layoffs in March, which impacted thousands of workers. The company is focusing on cost control amidst substantial investments in cloud and AI initiatives. The exact number of affected employees remains unconfirmed.

https://www.analyticsinsight.net/news/oracle-layoffs-loom-again-ahead-of-september-1

Redwood City, California

Cineverse has implemented workforce reductions as part of its fiscal first-quarter earnings report. The company stated this "reduction in force" will lead to significant annual cost savings. Executives did not disclose the exact number of employees affected by these layoffs. This move is part of a broader strategy to achieve substantial cost reductions and synergies. The company's revenue nearly tripled in the quarter, driven by recent acquisitions.

New York, NY

https://deadline.com/2026/08/cineverse-layoffs-streaming-specialty-film-distribution-1237039800/

Dst spent millions of dollars defending their Cundiff retirement fund mistake. Then still had to pay 125 million in damages. Not an employee friendly company

If I were writing the Centene story, I’d assume the operating model is changing and spend my time figuring out what they’re replacing it with.

Look at everything together: ACA pressure, Medicaid changes, state-plan exits and losses, Stars, leadership churn, VSPs, ISPs, whole functions disappearing, bigger roles for the people who remain, and a lot of money going to outside partners. That’s not just a headcount story. They’re deciding what they still want to own, what gets centralized, what gets automated, and what gets handed off to somebody else.

The questions for Centene:

For every dollar Centene expects to remove from employee expense through Enterprise Optimization, how much new spending is being committed to consultants, technology vendors, managed services and offshore providers?

And this one.

For every capability Centene removes internally, who owns that capability afterward?

Centene has always sold the idea that it has national scale but still understands the states and communities it operates in. You can simplify a lot of that. You can also simplify yourself right out of the knowledge and accountability that made the model work.

So to me, the story isn’t that Centene is changing. Obviously it is. The story is what it’s becoming, what it still knows how to do itself when this is over, and whether all of this is actually cheaper once you count what gets paid to everyone outside the company. And if that’s the case, what are we the taxpayers doing with our tax money vs. how we might be able to reorg the broken system.

For the reporters… specifically, what are you thinking of writing about?

How much budget cuts does VZ need in next 4.5 months to meet the $5billion prior to year end

Oracle is initiating another round of layoffs, with some departments facing significant cuts. This move follows substantial investments in AI infrastructure and a previous reduction of 21,000 employees. The company is seeking to complete these cost-saving measures before the second fiscal quarter begins. These actions come as Oracle's debt and lease commitments have grown considerably. The company has also acknowledged AI's role in past job reductions.

Austin, Texas

https://nai500.com/blog/2026/08/oracle-deepens-ai-expansion-pains-with-new-cuts-after-21000-layoffs-in-one-year/

Detroit Employment Solutions Corp. is grappling with a significant budget deficit and has laid off a third of its staff. The agency's financial troubles stem from expired COVID-19 recovery funds and accounting missteps. Key leadership positions, including CEO and CFO, are vacant or have recently changed. Despite these challenges, interim leadership asserts that direct services to Detroiters remain unaffected. The agency is now focused on cost-cutting, fundraising, and filling critical leadership roles.

https://outliermedia.org/detroit-at-work-job-training-unemployment/

With cost being a big focus , do you think we may see redundancies soon?

I do not see any business case for keeping any Aberdeen office open after the asset sale. Any remaining employees can relocate to London to lower overhead.

A Canadian pipe manufacturer is ceasing operations in Albuquerque. This decision will result in the layoff of 51 employees. The company cited a significant increase in the cost of a crucial raw material. This cost surge has rendered the New Mexico facility unprofitable. The company has indicated a potential future reopening of the site.

Albuquerque, New Mexico

https://www.bizjournals.com/albuquerque/news/2026/05/12/infra-pipes-layoffs-atkore-albuquerque.html

Anyone with the the numbers?

Imperial Brands is preparing to implement significant workforce reductions across Europe and the United States. The tobacco company will begin issuing layoff notices to staff at its US subsidiary, ITG Brands, starting on August 19th. This initial phase is part of a broader cost-saving initiative targeting back-office departments. A second wave of job cuts is anticipated in April 2027. The restructuring process may be influenced by consultation requirements in Europe.

London, England

https://finimize.com/content/imperial-brands-readies-thousands-of-layoffs-across-europe-and-the-us

ALL US Tecos and US MVNOs should aggressively adopt Artificial Intelligence to lower operating cost to lessen/eliminate outsourcing dependence - NOT ROCKET SCIENCE.

The cost cutting and deferred maintenance are starting to show. Many items in campus are just left broken and not being repaired. Pathetic.
Should people be rewarded for saving money at the expense of not maintaining things? In the long run doesn’t this backfire?

Our CEO claims the bank needs to automate routine tasks to save money. But if the goal is truly maximum cost reduction, the math isn't adding up.

• The Worker: Costs a modest salary, generates direct output, and uses AI to get 30% faster.
• The Executive: Costs millions in base pay, multi-million dollar bonuses, massive stock grants, and golden parachutes.

If AI is excellent at synthesizing massive data sets, forecasting market trends, predicting risks, and optimizing resource allocation... isn't that literally the job description of our C-Suite?

And more importantly, is the constant focus on cost reduction the most effective path to growth?

A tireless AI-replaced C-suite could intelligently transition Wells Fargo from a defensive "crisis-management" posture into a growth-oriented, technologically advanced institution with unwavering focus. By pivoting away from the aggressive cost-cutting and East Coast centralization that defined our CEO’s tenure, a new AI leadership could optimize the bank across 3 primary areas that include 1. Aggressive Technical and Digital Modernization 2. Business Diversification and Revenue Growth, and 3. Modernization of Risk and Compliance.

Eliminating the C-Suite introduces truly independent oversight, while removing bias and self-dealing, ethical issues, nepotism, lack of accountability, and stifled innovation due to an outdated old boys club mentality.

If we are truly entering an era of peak efficiency, let’s start at the top of the org chart, not the bottom.