#merger

If you work for Coterra, RUN, take that package, the merger of equals moniker is anything but.

You’ll just sit there for a few months until the Devon trogs find a way to save their own necks and axe you instead.

Any idea if anyone has news on IGS / PSS sale/spinoff/JV news? whats the motion as folks are RF for almost 6 months and still counting.

With Verizon’s acquisition of Frontier moving toward completion, industry analysts expect a first wave of layoffs in March–April 2026. Estimates suggest roughly 4,500–9,000 Verizon employees could be affected, mostly in corporate, administrative, and overlapping network operations roles, while frontline technicians are likely to be spared initially due to regulatory broadband obligations. Some of these reductions may come through voluntary buyouts or early retirements, but the merger will still represent one of the largest workforce adjustments in recent Verizon history.

Comerica confirmed it will cut 184 jobs at its Frisco Star Tower site, according to a filing with the Texas Workforce Commission, following shareholder approval of its nearly $11 billion merger with Fifth Third. The company has not announced further layoffs in Dallas.

https://www.keranews.org/business-economy/2026-01-09/comerica-bank-lay-offs-frisco-fifth-third-merger

Does anyone know when the DTs are merging into AFO? I hate to see this because we will be treated like Wiretechs.

Heard they are withholding them from everyone not getting atleast an overall of meet’s expectations

Nearly 600 Texas workers are facing layoffs in early 2026 as part of a new wave of mass job cuts tied to company restructuring and operational changes. FedEx plans to cut 89 courier jobs at its Fort Worth facility, Comerica Bank is eliminating 184 positions in Frisco amid its merger with Fifth Third, and Telvista is shutting down a Dallas call center affecting 110 jobs. Southern Methodist University’s contract change will also impact more than 200 janitorial and support staff. These layoffs reflect ongoing corporate shifts and mergers that are leaving hundreds in North Texas seeking new work as the new year begins

https://www.mysanantonio.com/business/article/mass-layoffs-texas-21277157.php

Shareholders seek legal advice on the fairness of bd deal to their stock.merger shifted out to July.batra trying to go it alone is going to backfire on a disastrous merger.

https://variety.com/2026/tv/news/paramount-skydance-response-warner-bros-discovery-offer-1236625973/

Sounds pretty sure thing there will be a regular eisp in march for union side.Pretty much after the frontier communication merger is over.Sound alike it will be across board to all groups but with limited head count.Not to say if an area has some more people in one location that want it yet not so many in another they can’t shuffle it around under that director .But no way if they ask for 2 they let a whole gang leave just not sensible !Good luck 2026

It's unclear how many employees could be impacted. Before the merger with Cincinnati-based Fifth Third was officially approved, data from Downtown Dallas Inc. showed Comerica as one of 19 Fortune 1000 companies based in Dallas.

https://www.wfaa.com/article/news/local/dallas-county/comerica-considering-layoffs-merger-fifth-third-bank/287-1581d5b0-8e1a-400a-9c9d-afe1e3938cf9

Rumor has it that with the merger, Catalyst will be reevaluating how they determine Mto. I can say for myself if they pull a stunt like they did two years ago (which they reversed after the uproar), I am leaving. After more than twenty years, the only reason I am still there is because of my six weeks paid time off.

I mean why do we need to deal with this again .Hearing now they want to riff about 10-15,000 more in April after the merger.Like sitting on the edge of seat.At this point thinking everyone starts looking for a job to jump ship if possibly comes up.Cause this is no way to live .I mean we’re all like we survived it’s over .Now new year it’s not over yet round 2 then what round 3

Many layoffs will happen if Cintas acquires UniFirst. Contact Uniform Bright for more information.

TUPE a legal framework in the UK and Ireland that protects employees' rights when their business or part of a business is transferred to a new owner (like in a merger, acquisition, or outsourcing). It ensures employees automatically move to the new employer with their existing terms, conditions, and continuity of service, preventing dismissal just because of the transfer and maintaining their benefits.

February 11, 2026 = Merger Vote Day. Mark your calendar.

When does Xerox figure out that it has bought out too many organizations and splits things back up?

As we all gather to spend time with family this holiday season dont forget to educate them about our beloved company...

• Tell your MAGA in-laws how many of your American coworkers have been replaced with offshore Indians by Cigna.
• Tell your Mom and Pop that despite working for a Health Insurance Company that Cigna has still increased your health insurance by thousands of dollars a year.
• Does little Sally need a bedtime story? Maybe read her one about how a brave knight slays a parasitic PBM middleman like Express Scripts.
• Is your uncle into the stock market? Bond over talking about how bad the Cigna stock is doing. Its okay CEO David Cordani's pay is almost completely based on stock but yours isnt.

You wont get a lump of coal for doing any of this because Cigna said during the Townhall that they have set aside money to spin a more positive image of the company. Funny how there is always money for that and mergers but never for paying talented American humans.

Don’t quit yet, mass buyouts are going to be offered immediately after merger. Buyouts will start out at 150 grand.

We can safely assume it won’t create more jobs. Probably the opposite. But just how bad is it really going to get?

None of us small folks needed this deal.

https://www.djournal.com/news/business/cadence-bank-layoffs-begin-company-maintains-it-is-committed-to-tupelo/article_05b780fe-6373-4bb7-a31e-c9da3b8be5f3.html

https://www.sec.gov/Archives/edgar/data/1288847/000128884725000177/fivn-20250729.htm

Now sale will only need to be approved by a implement majority, not 2/3rds that doomed Zoom’s $15B takeover bid

Removal of Supermajority Vote Threshold
Since its initial public offering, the Company has maintained a voting threshold in its Certificate of Incorporation of at least sixty-six and two-thirds percent (66 2/3%) in voting power of the stock of the Company for (i) amendments, alternations, changes or repeals, or adopting provisions inconsistent with, certain sections of the Company’s Certificate of Incorporation, and (ii) amendments, alterations, changes or repeals of the Company’s Bylaws (the “Supermajority Vote Threshold”). While the Board believes that the Company’s stockholders have benefited from having the Supermajority Vote Threshold, the Board determined on July 29, 2025 that it is advisable and in the best interests of the Company and its stockholders to remove the Supermajority Vote Threshold.
The Board intends to approve and recommend to the Company’s stockholders at the 2026 Annual Meeting an amendment to the Company’s Certificate of Incorporation to replace the Supermajority Vote Threshold with a majority vote threshold, effective at the conclusion of the 2027 Annual Meeting.

Looks like if Judge Casey Pitts grants the motion for Hold separate order on Monday, the sales day 1 program (go live scheduled for Jan 2) specifically the effort to combine both companies sales data into one tool would be immediately frozen. The companies would be legally prohibited from scrambling of the eggs. Merry Christmas.

https://www.trains.com/pro/mechanical/merged-railroads-anticipate-no-locomotive-purchases-some-shop-to-be-idled/

Layoff notices are being issued to Cadence Bank staff. The job reductions stem from Huntington Bank's recent acquisition. Huntington Bank described the cuts as part of a merger integration. Huntington pledged to maintain operations in Tupelo, Mississippi. More job reductions are anticipated, though Huntington aims to restore positions by 2028.

https://www.djournal.com/news/business/cadence-bank-layoffs-begin-company-maintains-it-is-committed-to-tupelo/article_05b780fe-6373-4bb7-a31e-c9da3b8be5f3.html

What will be Verizon's price/share after the duly Frontier Telecommunications merger?

By the way, earlier this week, Jim Cramer, CNBC's Mad Money, took a caller's Verizon question, and emphatically said, no to invest money into Verizon's shares.

So CE is merging along with OSG into Fidelity Wealth. What can a client facing rep in CE expect in Fidelity Wealth? I wonder if it will cause any RIFs? Any info appreciated.

Warner Bros Discovery has urged shareholders to reject a $108.4bn hostile takeover offer from Paramount Skydance, branding it “inadequate” amid an extraordinary corporate battle to control the legacy media conglomerate.

In a blunt letter to shareholders on Wednesday morning, WBD accused Paramount of having “consistently misled” investors by claiming its bid has a “full backstop” – a safety net to ensure it has sufficient funds – from the Ellisons.

Paramount did not immediately respond to a request for comment.

“Following a careful evaluation of Paramount’s recently launched tender offer, the Board concluded that the offer’s value is inadequate, with significant risks and costs imposed on our shareholders,” Samuel A Di Piazza Jr, chairman of WBD’s board, said in a statement. “This offer once again fails to address key concerns that we have consistently communicated to Paramount throughout our extensive engagement and review of their six previous proposals.

“We are confident that our merger with Netflix represents superior, more certain value for our shareholders and we look forward to delivering on the compelling benefits of our combination.”

Source: The Guardian

Interesting article explaining that Greg Gut, our former M&A chief pitched the idea of acquiring BP to Wael and Sinead. Wael shot it down of course but Andrew McKenzie was interested. Greg left after being shot down. Article makes some interesting points about where we’re lacking. I’m not in the upstream side so happy to yield to anyone with real insight about our reserves. Sharing because I thought the BP rumors were simply that. Turns out was a real possibility.

https://giftarticle.ft.com/giftarticle/actions/redeem/edbd2278-e222-4570-85bd-da8de3548a1a

I was informed by a teller that many deposit accounts are flagged incorrectly as individual when they should be joint. She said this is a bug, left over from the merger. I went in to the branch because of a letter stating as much. What happened to "we will look at both BB&T and STI systems, evaluate which is best, and migrate to those systems"?

I have said it before and I will say it again, anything that Sprint touches fails in the end. Look out T-Mobile legacy employees... I give you 5 more years before Sprint pulls T-Mobile USA into bankruptcy. Sprint and everything Sprint was and is cancer. Good luck with it all, you will need it!

Netflix and the Hollywood End Game
Monday, December 8, 2025

Warner Bros. started with distribution. Just after the turn of the twentieth century, Harry, Albert, Sam, and Jack Warner bought a second hand projector and began showing short films in mining towns across Ohio and Pennsylvania. In 1907 they purchased their first permanent theater in New Castle, Pennsylvania. Around the same time, they began distributing films to other theaters, and by 1908 they were producing their own movies in California. In 1923 the brothers formally incorporated as Warner Bros. Pictures, Inc., becoming one of the five major Hollywood studios.

What the brothers realized early on was that distribution was not a particularly good business. You had to maintain the theater, source films to show, and your profit was capped by seating capacity, which you had to work constantly to fill. Every empty seat represented revenue lost forever. Producing films, on the other hand, was far more lucrative. A movie could be made once and monetized repeatedly.

In this sense, Hollywood was the tech industry before there was a tech industry. Studios invested heavily upfront in assets that could be leveraged again and again. While Warner Bros. and its peers did at times own large theater chains as part of vertically integrated businesses, the 1948 Paramount decrees forced a breakup. The theaters were spun out because content creation was simply the better business.

That business improved over time. Television created expansive new licensing opportunities for films and later TV shows. Homes had more televisions than cities had theaters, and access was constant. Home video added another window, allowing movies to generate revenue through rentals and sales. The largest windfall came from the cable bundle, where roughly 90 percent of households paid increasing monthly fees for access to vast amounts of content they mostly did not watch. Hollywood revenue became a de facto annuity.

Internet Distribution and Aggregation

Netflix, founded in 1997, also began with distribution, specifically DVDs by mail. Its streaming service launched in 2007, exactly 100 years after the Warner brothers bought their first theater. The differences were fundamental. Internet distribution meant Netflix was available everywhere, with no physical infrastructure to maintain. Every additional customer carried near zero marginal cost, and the potential market was theoretically the entire world.

Over time, Netflix, like Warner Bros. before it, backward integrated into content production. Unlike traditional studios, however, Netflix’s content production has always existed solely to serve its distribution. Netflix understood something Hollywood was slow to grasp. On the Internet, distribution is even more scalable than content.

This is not immediately obvious. Content is scarce and exclusive, while Internet access is universal. Yet universal access creates an abundance of content far beyond what anyone can consume. This shifts power to Aggregators that organize content on behalf of users, delivering a satisfying experience. Consumers flock to the Aggregator, suppliers follow, content increases, and the cycle reinforces itself. Over time, the largest Aggregators gain overwhelming advantages in customer acquisition and churn reduction. That is the true source of their economic power.

Hollywood studios learned this lesson painfully over the past decade. As Netflix grew and commanded a superior stock multiple despite producing what many considered inferior content, studios believed they could win by leveraging their content libraries. Content was king in a world constrained by physical distribution. On the Internet, customer acquisition and retention in a world of infinite alternatives matter more. That was Netflix’s advantage, and it has only grown.

## Netflix Buys Warner Bros.

On Friday, Netflix announced it would acquire Warner Bros. for $72 billion. The deal follows Warner Bros. Discovery’s plan to split its studios and HBO Max from its cable networks. The transaction values Warner Discovery shares at $27.75, with an enterprise value of approximately $82.7 billion.

Paramount had submitted a $30 per share all cash bid for the entire Warner Bros. Discovery business, including cable networks. Netflix, by contrast, is acquiring only the Warner Bros. studio assets. Reports suggest the remaining business is being valued at roughly $5 per share, implying Netflix effectively outbid Paramount.

It is also worth noting the asymmetry in resources. Paramount’s bid would not have been supported by its operating business, which is valued around $14 billion, but by the personal wealth of David Ellison’s family. Netflix, meanwhile, is valued at approximately $425 billion and generated $9 billion in cash flow over the past year. This was not a fair fight.

This outcome aligns with a scenario outlined in 2016, where Netflix was positioned not as another cable channel, but as a dominant Aggregator with power over suppliers. Netflix’s superior viewing experience drove user acquisition. Its user base attracted suppliers, which improved its offerings, which attracted more users. In the most optimistic outcome, Netflix would become the only TV service consumers need.

One obvious path would have been Netflix becoming the primary buyer for Hollywood suppliers, as seen in its relationship with Sony. However, several developments may have pushed Netflix toward outright ownership.

In 2019, Netflix launched Formula 1: Drive to Survive. The show dramatically increased the value of Formula 1 media rights, yet Netflix captured none of that upside. In 2023, NBCUniversal licensed Suits to Netflix, turning a dormant library show into a streaming phenomenon and revealing Netflix’s ability to dramatically increase IP value. In 2025, KPop Demon Hunters became a global hit, largely enabled by Netflix’s algorithmic distribution.

Great content still needs distribution and effortless access to prove its worth. KPop Demon Hunters succeeded on merit, but only because those merits were accessible on the world’s largest streaming service.

Netflix executives appear to have concluded that licensing leaves money on the table. If Netflix can uniquely increase IP value, owning that IP becomes the logical step. Forcing consolidation in Hollywood and removing a rival streamer in the process only strengthens the case, despite the risks and high price.

## Netflix’s Market and Threat

The removal of a rival streamer raises regulatory scrutiny. Media mergers receive intense oversight, and this deal will be no exception. President Trump publicly noted concerns about market share, signaling a lengthy Justice Department review.

This deal differs from past cases. It is partly vertical, with a distributor acquiring a supplier, which is typically approved. However, Netflix is likely to make Warner Bros. content exclusive over time, sacrificing short term licensing revenue for long term pricing power.

It is also partly horizontal, as Netflix is effectively acquiring and shutting down a competing streaming service. Horizontal mergers receive greater scrutiny because they reduce competition. Netflix may argue that HBO Max customers largely overlap with Netflix subscribers, and that consumers benefit by paying for fewer services in the short term.

Ultimately, the case hinges on market definition. If defined narrowly as subscription streaming, Netflix faces challenges. If defined as TV viewing broadly, including linear TV and YouTube, Netflix’s share is far smaller, and its primary threat becomes clear.

That threat is YouTube. YouTube dominates consumer time spent, including on TVs, and does so with content acquired for free. It will always have more new content than any professional studio.

Professionally produced content’s advantage lies in longevity and rewatchability. Libraries matter. Netflix’s ability to make library content more valuable explains why it may be initiating Hollywood’s end game now. The true threat to Hollywood is not just free distribution, but the fact that anyone can now create content, and that reality is already winning in the market.

Take it from someone that went through an "affiliation", as soon as your guaranteed employment period is up, there will be mass layoffs.
Highmark will outsource all your jobs to India. Jump if you can.

Looks like the layoffs are put on hold for the time being with the acquisition of KC.

Hope you all still hanging in there aren't getting abused between doing more with less, major changes to ACA, plus onboarding another Blue on top of it.

The settlement requires the largest divestiture of outpatient healthcare services to resolve a merger challenge (by number of facilities) and imposes a $1.1M civil penalty for false certification
The United States District Court for the District of Maryland today entered the Final Judgment proposed by the Justice Department’s Antitrust Division, together with its state co-Plaintiffs, requiring broad divestitures to resolve Plaintiffs’ challenge to UnitedHealth Group Incorporated’s (UnitedHealth) $3.3 billion acquisition of Amedisys Inc. In addition, Amedisys must pay a $1.1 million civil penalty to the United States for falsely certifying that it had provided “true, correct, and complete” responses under the Hart-Scott-Rodino (HSR) Antitrust Improvements Act of 1976.

“Under President Trump and Attorney General Pam Bondi, this Department of Justice has moved quickly to resolve transactions, ensuring Americans see the benefits sooner,” said Associate Attorney General Stanley Woodward. “This settlement preserves competition where it matters most for American families – healthcare.”

“This is a tremendous outcome for competition in the healthcare industry, where competition itself is critical to the public interest and the well-being of all Americans,” said Assistant Attorney General Abigail Slater of the Justice Department’s Antitrust Division. “I commend the Antitrust Division’s Staff for prosecuting this case throughout a contentious litigation to reach this settlement on behalf of seniors, hospice patients, nurses, and their families.”

The settlement requires UnitedHealth and Amedisys to divest at least 164 home health and hospice locations (including one affiliated palliative care facility) across 19 states, accounting for approximately $528 million in annual revenue. By number of facilities, this is the largest divestiture of outpatient healthcare services to resolve a merger challenge. In addition, the proposed settlement:

Obligates UnitedHealth to divest eight additional locations if it fails to obtain regulatory approval for the divestiture of associated facilities without the additional locations;
Imposes a monitor to supervise UnitedHealth’s divestiture of the assets and compliance with the consent decree;
Provides the divestiture buyers with the assets, personnel, and relationships to compete against UnitedHealth in the overlap areas;
Incorporates robust protections to strengthen adherence to the decree and deter interference with the divestiture buyers’ ability to compete; and
Requires Amedisys to pay a $1.1 million civil penalty and train its corporate and field leadership on antitrust compliance for falsely certifying that the company had truthfully, correctly, and completely responded to the United States’ requests for documents.
The Court has appointed William E. Berlin, of Hall, Render, Killian, Heath & Lyman, to serve as monitor in this matter.

UnitedHealth is a vertically integrated insurer, healthcare provider, pharmacy benefit manager, and healthcare software and services vendor headquartered in Eden Prairie, Minnesota. UnitedHealth acquired Amedisys’s home health and hospice rival LHC Group Inc. (LHC) in 2023. Amedisys was a home health and hospice

Good luck to everyone.

Certainly helped AIG stock today! Interesting read: https://www.investing.com/news/stock-market-news/chubb-reportedly-makes-takeover-offer-for-aig-stock-soars-93CH-4401708

Why was Bob Kirby reporting the numbers on the whole business? Is he taking over? Is DV merging with ITS?

I am not saying this to speak poorly of the wireline business. I come from the wireless side, and the culture at Verizon Wireless was a good one. After the "merge" everything got worse. The culture changed. The things Dan mentioned about doing the right thing for the customer resonates with me because it used to be that way. "Process" took a back seat to customers. We did what was right. After the "merge" we became so caught up in red tape. I miss Verizon Wireless.

Does anyone actually know what the life expectancy is for Provider Network/Client Management/Care Transitions roles? Mergers, no direction and messy mix of job roles and responsibilities makes it feel pretty clear at least one, if not all departments/employees will be let go. Does anyone have any actual insights to this?