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Full podcast: https://www.youtube.com/watch?v=9WSsLSq40Yw&t=1693s
Article here:
https://www.businessinsider.com/michael-dell-advice-make-crisis-2025-10
"People work best under pressure. A good leader applies it."
What do you guys think about the last sentence?
On October 6, 2025, Verizon filed a Current Report on Form 8-K disclosing, among other things, the appointment of Daniel H. Schulman as Chief Executive Officer, effective as of October 4, 2025. Verizon is filing this Amendment No. 1 to such Current Report to provide information regarding Mr. Schulman’s compensation arrangements that were entered into after such Current Report was filed.
On October 13, 2025, Verizon entered into a letter agreement with Mr. Schulman, which provides for his continued role as Chief Executive Officer through December 31, 2027. Mr. Schulman will continue serving as a member of the Board of Directors of Verizon (the “Board”) and will be nominated for reelection to the Board at each annual meeting of Verizon’s shareholders during the term. In consideration of his employment as Chief Executive Officer, Mr. Schulman will be paid an annualized base salary of $1,500,000 and will be eligible to participate in the Verizon Short Term Incentive Plan with a target incentive opportunity equal to 250% of his base salary, prorated for fiscal year 2025. Mr. Schulman will also receive the following Verizon equity awards in the form of Verizon restricted stock units (“RSUs”) and Verizon performance stock units (“PSUs”), which collectively represent Mr. Schulman’s exclusive long-term incentive compensation during the term:
(i)
an RSU grant with a target value equal to $9.5 million to compensate Mr. Schulman for incentive compensation that he forfeited upon resignation from his service relationship with an investment firm in connection with his appointment as Chief Executive Officer, which will be granted on October 17, 2025 and will vest on December 31, 2026, generally subject to his continued employment through such date;
an RSU grant with a target value equal to $20 million, which will be granted on October 17, 2025 and will vest on December 31, 2027, generally subject to his continued employment through such date;
(iii)
a PSU grant with a target value equal to $30 million, which will be granted during 2026 and prior to January 15, 2026 and will vest, to the extent earned, on December 31, 2027, generally subject to his continued employment through such date. This PSU grant is divided into two tranches, each corresponding to 50% of the award. Each tranche may be earned at a range of 0-200% of the target number of PSUs granted, based on the level of achievement of Verizon’s total shareholder return relative to a comparator group to be determined by the Human Resources Committee (the “Committee”) of the Board at the time of grant in 2026. For the first tranche, such achievement is measured over a performance period beginning October 17, 2025 and ending December 31, 2026 and for the second tranche, such achievement is measured over a performance period beginning October 17, 2025 and ending December 31, 2027; and
(iv)
a supplemental PSU grant relating to 222,222 PSUs at target, which will be granted on October 17, 2025 and may be earned at a range of 0-300% of the target number of PSUs granted based on the achievement of average share price goals ranging from $55.00 to $75.00 per share of Verizon common stock over a performance period commencing on October 17, 2025 and ending December 31, 2028. The earned PSUs will generally vest on December 31, 2027 or such later date during the performance period on which the applicable share price performance goal is achieved, generally subject to Mr. Schulman’s continued employment with Verizon through December 31, 2027. This PSU grant is divided into nine tranches, each of which corresponds to an average share price goal. An average share price goal will be treated as achieved (resulting in the corresponding tranche of the grant being deemed to be earned) on the last day of a measurement period (defined as any period of 20 consecutive trading days of Verizon common stock on the New York Stock Exchange that both begins and ends during the performance period) if, as of each trading day during the measurement period, the average closing price of a share of Verizon common stock on the New York Stock Exchange for the trailing period of 20 consecutive trading days ending on and including such day exceeds the applicable average share price goal.
The number of shares of Verizon common stock underlying the equity grants described in clauses (i), (ii), and (iii) above will be determined by dividing the target dollar value of the grant by a reference price that is calculated as the average closing price of Verizon common stock over the 20 consecutive trading days ending on and including October 17, 2025 and rounding up to the nearest whole number of shares. Mr. Schulman is entitled to certain termination vesting protections with respect to his RSUs and PSUs upon a qualifying termination of employment, including that upon Mr. Schulman’s termination of employment due to a succession event (generally defined as circumstances where a successor Chief Executive Officer of Verizon has been appointed and Mr. Schulman has facilitated an orderly transition of his duties), the time-based vesting conditions will be deemed satisfied for all of Mr. Schulman’s equity grants described above. In addition, if prior to December 31, 2027, Mr. Schulman’s employment terminates due to a succession event, he will be entitled to receive the remaining base salary and short-term incentive compensation that he would have received had he remained employed with Verizon as Chief Executive Officer through December 31, 2027 (with short-term incentive compensation determined based on actual performance for the fiscal year in which the termination occurs and target performance for fiscal years that have not yet commenced as of the termination date).
Named Executive Officer Retention Awards
On October 13, 2025, the Committee approved a one-time retention RSU award with a target value of $4,000,000 for each of Sowmyanarayan Sampath, Executive Vice President and Group CEO - Verizon Consumer, and Anthony Skiadas, Executive Vice President and Chief Financial Officer. The number of shares of Verizon common stock underlying each award will be determined by dividing the target dollar value by the closing price of a share of Verizon common stock on the New York Stock Exchange on the grant date and rounding up to the nearest whole number of shares. Each award will be granted on October 17, 2025 and will vest on December 31, 2027, generally subject to the continued employment of Mr. Sampath or Mr. Skiadas, as applicable, through such date. Each of Mr. Sampath and Mr. Skiadas is entitled to certain termination vesting protections with respect to his RSUs upon a qualifying termination of employment.
More new executive hires. SunTruist changes leadership in various areas like dirty socks. We are now spending millions to try and get back the wholesale payments and business they three years ago didn’t give a damn about. This circus needs a bigger tent!
Is it not tell tale when one of the upstream executives who worked on this restructuring resigns and goes to Suncor?
Certain employees are being laid off due to the location strategy in Florida. However, Summers, Gindi, Ta, Craven, and several other executives will be operating from West Palm Beach for tax advantages. This represents a clear double standard and is a significant affront to all of us who are facing job losses.
Can anyone shed light on how promotions to CL30 work? Of course, one needs to have exec potential.
Does one need an Exec sponsor? Is two consecutive Outstanding enough to get there after CL29?
Please FACTS only ... no bul--hit ... all cr-bab-es only read and learn ... don't need BTC/KLTC as well ...
Dear customers and employees, without an exit plan you surrender your future into the hands of a shifty roster of job-hopping executives who are planning their own future. Not yours.
Who hurt you?
It is messed that we hire a new executive, while at the same time asking people to voluntarily leave. Supposedly her comp and bonus exceed half a million. Do we really need this? Is our comms department such a mess we need to hire someone from the outside!?!
And even that is poorly executed.
So in the spirit of this website that focus on company layoffs I wanted to run what I done to my fellow loyal, dedicated, hardworking L3Harriss co-workers.
I'll try an be brief an get to the point. After attending multiple sessions of L3Harriss A.I. event week a light bulb instantly went off in my head. I said umm since I have extensive continuous improvement experience why don't I submitt this great cost savings ideal via L3Harris e3 program. So I did just that. What did I do you ask? Well I basically submitted a cost savings project where I projected the company can save easily 25 million or more a year and not skip a beat. Basically I submitted a cost savings project that replaces from the CEO of L3Harris all the way down to lower and middle level mangers. This also include all of H.R. department, EHS, Finance, and especially the absolute most worthless position ever created the dam program management department. I said in a few sentences that after attending the A.I. event and some of my own personal use of A.I. software well this technology is now ready to replace all of the forementioned positions/management/departments! They are all manily indirect charging and absolutely bring no tangible value into design, engineer, manufacturing and or testing of hardware/products. Therefore all of these positions can be replaced with? YOU GUESSED RIGHT A.I. BABY!
Now if you still reading let me explain. Without exposing to much about me I am an experienced degreed engineer with multiple years under my belt. I have set up private machine shops with different types of cnc machines and other supporting processing type equipment to be fully automated where only one experienced person can operate everything remote with very minimal human interaction. No HR, management, program management etc is on site or is even needed. Now yes these are smaller facilities and more dealing with high volume production components but this can apply to other manufacturing scenarios to a certain degree.
So to end my rant the point I am making is us real workers who brings true value to the company should say hey upper management please explain to us what justification can you provide to justify your salary because A.I. can easily do your job for the cost of a software engineer who can create an A.I. agent that can literally replace you. If this was a good ideal or stupid comment below as I value your opinion.
Can someone tell our executives to seek a style consultant. I remember when the board dressed well, shaved, hair was cut. I hope they dress better when the meet clients. It seems they all go for the Seattle Grunge look. The ladies look professional. The guys not so much.
https://www.businessinsider.com/ford-ceo-uses-japanese-toyota-management-strategy-to-make-decisions-2025-10
Who is paying to have these fluff pieces written about our chief mo--n? This is utter rubbish and there have been no smart decisions by the C-suite during his reign.
I ask anyone to name 1 decision that has a positive outcome.
Then it’s a little murky…
Goes to Hawaii talks about the great opportunities into the future and proceed to sell ~30K shares (13Mil) out of his ~230K shares.
https://www.republicreport.org/2025/ex-executives-sue-los-angeles-film-school-and-full-sail-u-for-fraud/
Is it the best decision he made after he became the Qualcomm CEO?
https://www.sec.gov/Archives/edgar/data/804328/000080432825000061/xslF345X05/edgardoc.xml
Every town hall we hear the same message from the execs in that they go to all out global offices and meet ‘amazing’, ‘innovative’, ‘inspirational’, ‘hard working’ staff etc etc.
I can’t say that any of the execs I’ve seen on the town halls has given me the same impression or confidence, they might be hard working but who actually knows, so what oversight does the board have on their appointees and how good they are as it doesn’t seem to be much?
There is no reason to have so many layers of management in the US for the supply chain group and I'm sure the same applies to other groups like polaris, gbs, emtec.
A prime example of bloat is the COE group in materials management full of people who aren't experts of anything but are the ones making over complex processes that fail and promoting made up savings figures to justify their jobs in houston. Why close our offices in sg and in canada when we have this bloat in likely every organization within XOM. Shame on SG and the VPs with their lies when EMSC was introduced.
I can already see how they have zero plan for transition. McKinsey pulled all the strings on what and how to cut and our feckless executives have zero plan on how work will continue. Why the F do we pay them over $200MM for this sh-t? Yes, over $200MM! Honestly, it’s a rinse a repeat from the last restructuring except much deeper. What a waste of money, time and our focus on bringing in revenue. Bell ends, tools and all that, etcetera, etcetera.
Executive leadership expected to be in office Tuesday-Wednesday…
Told to be in office 8-5 all day.. high expectations to be in office all day with low expectations of actually seeing an executive… happens every time!!!
I don't see any VP's or Directors eliminated in Oracle due to performance evaluations. How does it work ?
Nobody's going to tell a group of grumpy old demagogues what to do, especially when their stock buyback tricks are working better than a speedcam during rush hour!
Why do employees settle for less? CEOs and exec VPs making 100x-1000x times the average employee. Why do we make em’ so rich.
I mean if a company makes net income per headcount say $10M for instance , it does not make sense an employee average income is $150K, why don’t employees ask for $9M? Why should employees allow any more than 10% margin for employers
Has she ever actually accomplished anything, beyond posting on social media and soaking up stock options. I’m truly curious.
At 100k per things are going to change. New corporate phrase going around. “Pick an executive and replace them with an H1B.”
Larry Ellison, the founder of Oracle, plans to donate 95% of his $393 billion fortune
https://www.tipranks.com/news/insider-trading/major-stock-sale-by-synopsys-executive-shakes-the-market-insider-trading
These guys are all sc-m. "Our company is so healthy, our projections for growth have never been better"...... yet, this rat a*s mofer is selling
Various rumors that he has resurfaced but not in mn - has anyone heard about the new gig
Mike Sicilia was the head of Oracle’s Industries Global Industry Unit (IGIU) until today, now he is the CEO of Oracle. I think he failed already. At IGIU VP/SVP titles were selected for layoff is only 5.6%, well below a commonly cited ~10% benchmark for broad reductions. Why might senior titles be less affected? We can all name plenty of worthless VPs and SVPs at IGIU. Transparency on criteria would go a long way toward trust. I don't trust Mike, do you?
I can’t wait to see how much MORE Money AT&T will Lose for each H1B Visa replacing American workers. These Executives are highly skilled at Losing Money. 💸
I believe the title says it all. Another week of sc--w-ups followed by upper management and executives acting like school yard bullies in meetings.
But if you get caught not managing resources and tasks correctly, it's just natural to be on the defensive, tell half-truths or complete lies to cover your butt. Or divert attention away and towards another person, etc.
The exception was Mulally, who could have stayed for as long as he wanted. He made it just shy of 8 years.
Farley couldn't lick the fuzzy hanging from Mulally's junk. So I'm expecting his ouster at any moment.
How can a company as large as Kroger given Rodney's age and tenure not had a succession plan in place? Please go external and clean house in the executive ranks. Nobody internally is capable.
Is it just me? Or are people in different parts of the company feeling this weird feeling of disconnection?
Feels like people don't communicate anymore. Even the executives don't. Like they've given up. People seem to be going through the motions.
Haven't really sensed this before 2025 but I am really feeling it and I can't shake it. Just wondering if I'm the only one.
Some people keep trying to make it an age thing but it’s not. We’re all in the same boat. The divide is between us and the execs who make the calls. They’re playing with our livelihoods while all of us are just trying to get through the week and still have a job at the end of it.
This company is not serious about getting better and competing. James is a weak leader. Duggan has vision and cares about this company.
Message from Sarah Bryant dated 9/4/202
Dear People Leaders,
For those of you who don’t know me, I joined two months ago as Executive Vice President, Finance, Telecom, and my team and I have been working across the organization as we look to strengthen our financial profile and help us to transform how we operate to ensure the long-term health and success of Optimum. It’s incredible to see the amazing work done to date by all of you and your teams and I’d like to share some enhancements to our fiscal discipline measures.
Embracing Financial Discipline with an Owner’s Mindset
First and foremost, I want to emphasize the importance of operating with an owner's mindset when it comes to financial stewardship. Every employee — regardless of role or level — must approach spending decisions as if each dollar were their own. This ownership mentality is fundamental to ensuring our company's long-term financial health and sustainable growth.
To this end, we are asking all leaders to be deliberate and prudent with our spending by proactively managing expenses. This includes an immediate pause on non-essential discretionary travel and entertainment (T&E) spending. I recognize that this is a delicate balance – it's critical that we continue to run the business, manage our business partners and vendors, and drive teammate performance. The goal isn't to stop spending entirely but to be thoughtful and judicious. Please critically evaluate T&E costs — including business travel, conferences, offsites, and client entertainment — to ensure they are directly tied to immediate business need or revenue generation. Where possible, please find alternative, cost-effective solutions or postpone less critical spending.
The pause of discretionary spending also applies to year-end events. We deeply value our employees' contributions and recognize the importance of year-end celebrations, and the ask is for leaders to find impactful ways to show appreciation and foster a positive and grateful environment for our dedicated teams in a prudent way. Check out the Recognition Toolkit in the Leader’s Zone on One, which includes meaningful approaches to employee recognition and celebrations to thank our teammates for their incredible contributions.
If you have a question regarding the T&E policy, events or other spend, please do not hesitate to reach out to your finance business partner for clarification.
Comprehensive Review of Spending Controls
To strengthen our financial governance and ensure we're positioned for long-term success, we will also be conducting a thorough review of our vendor invoice approval platforms and all PCard usage and related policies. This review will assess spending, strengthen controls, and implement procedures that uphold our fiscal responsibility. There will be additional communication regarding these changes in the next two weeks for those directly impacted.
Moving Forward with Purpose as ONE Optimum
These efforts support building a culture of financial stewardship that will serve us well in all economic conditions. Thank you for your attention and leadership. When every employee thinks like an owner, making prudent decisions about resource allocation, we create a more resilient, financially healthy and sustainable organization.
Sincerely,
Sarah Bryant
EVP, Finance, Telecom
I have been reading all of the posts and can't believe how much everyone sees what is going on in the same way. After reading your posts and including my experiences, here is my report card for US Foods.
HR- The CHRO gets an F for making his team be unethical. I have gotten to know most of his team members through the years and I give them a B+.
Security- How could you select this man to be a security VP. He confessed to being inappropriate and lying. And he betrayed his company or agency or what ever and confessed to telling the media info he wasn't suppose to. And we hired him? Big F
Ops- Some are unethical but some are too flirty. But most are good. C.
Legal- I only know this group and Food Safety is good and so are the contracts people. B. The ethic & compliance is really poor, always has been.
Safety- What safety? D
Sales- We need more tools and we have some lazy people here. C
Workplace Violence - D-
Communications: A
Facilities- Things work and they fix it when there is a maintenance problem in the office. I don't go in much but things are always good and kept working. A
Travel and Events- No clue
Marketing: You all got it right. D-
Finance and Procurement: B
IT: Nothing ever works for a long time and it sc--ws us in sales: D-
Business & Crisis Continuity- They are new but very good and they help us and our customers during crazy times. A
Chefs- A
Transportation- If these are our delivery drivers A
Payroll and Benefits: The benefits and out of pocket are too expensive but they do a god job on our pay. C
Executives: I don't fault Mr. Flitman for hiring his son. He is trying to be a good father and there are many relatives here. I have a problem with our CHRO after some of the things I read here and what he made his team do. Despicable. And now he is leading the most despicable man in the company instead of firing him. So I will take the A- I was going to give and make it a C-.