#risk

https://www.tmj4.com/news/racine-county/microsoft-data-center-layoffs-leave-workers-stunned-after-relocating-for-tech-jobs

https://seekingalpha.com/news/4556964-citigroup-forms-team-to-finance-ai-infrastructure-bo-m

Lend money to companies that make no money. What could go wrong?

Has anyone heard whether risk programs are being paused right now? With so many changes lately, it’s been tough to keep up, and I’m just trying to get a clearer picture. The goal is to make sure teams are set up for success, so any insight would be appreciated. Managers are eerily silent.

If you believe the layoffs are less than 20%, then either you’re seriously misinformed or you’re not actually working at Qualcomm.

And if you’ve been here for more than 10 years, be careful- you could be in trouble.

Retail branch managers in my city are telling us to call clients on the federal do not call list and if a sale happens on the call, we are to log that we didn’t “lead” with the sale. I helped out at one branch recently and there bankers are being told the same as my branch. Previously when I started working here, the manager would tell us that we are to log bad contact information on the lead and leave notes that it is on the do not call list. We are now told that if we don’t call clients on the federal do not call list and if we log bad contact information that we will be in hot water with area manager. We are told this change is coming from our area manager and it’s been going on for a little over a month now. I do believe it’s coming from above my branch manager because I’m seeing it at more than just my location due to helping branches with turnover. Most recently this area manager is “encouraging” the managers get us to do seemingly unscrupulous stuff with opening accounts dda units and shifting dollars to our area. Is they’re funny business coming from way up top being seen everywhere or is it just area leadership in north Florida? Relatively new to this bank and wondering if I should prepare an exit before staying too long.

Does anybody know about the "Vasara" risk platform and the team around it? Is it a good team to join internally, from either the tech or the quant side?

Anyone know how T-Mobile plans to maintain USGCI compliance given the ongoing shift to FTE's in IT India?

Anyone accessing the Federal Agency data must be a US citizen and must only access the data from the continental USA.

When might the Feds notice this risk?

It's only a matter of time now.

https://finance.yahoo.com/news/kyndryl-faces-governance-turmoil-legal-091414134.html

Avoid middle-layer vendors, as they often lead to unnecessary hiring. Direct hiring from VZ to the employer is a better strategy and helps reduce the risk of layoffs.

Employees with higher salaries who have worked at Verizon for more than five years may have a higher risk of being included in layoffs, especially if they have not been converted to permanent employees.

A few people in my general group (Risk) have been put on PIPs. Is it safe to assume that they will be laid off or fired? Will they get severance? This is a new tactic in my area. How does this process play out?

I just want to reassure everyone that whatever happens with Oracle and its debt, LE will come out on top and unscathed. He is five steps ahead of everyone else playing the game, and his (and his family’s) nest egg will only continue to grow. Everything else is noise. If you choose to play in this space, rest assured, he will burn you.

https://www.gurufocus.com/news/8564834/ford-motor-company-f-reports-expected-remeasurement-losses-in-pension-and-opeb-plans

I am hearing rumor from reliable sources that CIB and CIB Risk will be huge this coming Tuesday.

Anyone have insight.

Bonus is the same as last year. Anyone else?

Do what you want but I bought boat load of stocks!
No idea why previous post got removed!

It nice to feel better than the colleagues because the boss like you and pays you more. But when the eggheads at central office start running spreadsheets and who can get cut to save money, you stick out like a sore thumb and an easy choice to cull first.

Vicki made a huge bet on DAC. To me, the business case was always shaky even if it works PERFECTLY. I’m told it is over schedule and over budget, and we just got rid of OxyChem, which could have been a critical resource.
What if it doesn’t work? Do we have to pay back all of the companies that bought credits? Write off the purchase of Carbon Engineering? Write off the DAC complex?

If you are salary or overhead, you are at a great risk in 2026 for a layoff. If you do not actually make product you need to be looking for something else.

Our engineers have limited career spans. We do not design anything of interest or significance. Not like we work for Boeing, NASA, Lockheed, and a company where engineers do really interesting and high-tech work. We design electric drills. Boring...

Take my advice and have your resume ready. Get to know people that work at real companies. Be prepared do deal with a layoff.

I have an offer for work but with the current situation developing in the region im unsure if I should? Would appreciate some insights and if there is a real risk.

Out of left field, core location, in-office fine, but didn't ...fill in the blank is it feels like. Others in corp risk too? Other groups having the same? Might be the new WF way.

It’s been a couple of months since the lawsuit dropped. Does anyone know what is occurring with this? Has anyone been let go because of it?

If integration is the strategy at Phillips 66, then the CFO is where that strategy either becomes measurable—or quietly unravels.

Under K3vin Mitchell, management has repeatedly emphasized the company’s commercial strength and trading activity as a differentiator—pointing to optimization, integration across assets, and value capture across the system. In public forums, Mitchell has framed this capability as a reason to maintain the current structure and as a contributor to long-term shareholder returns.

But the outcomes raise a fundamental question: if trading and commercial capability are truly differentiated, why does volatility keep increasing rather than declining?

Quarter after quarter, refining and commercial swings dominate results. Earnings remain highly sensitive to market moves, even as leadership points to trading activity as a source of advantage. At some point, “commercial optimization” stops sounding like a stabilizer and starts sounding like an explanation for risk that isn’t being actively constrained.

This matters because volatility is not an abstract concept—it is a capital allocation choice. Expanding trading activity without demonstrably reducing enterprise-level swings suggests either:
• the activity is adding risk rather than offsetting it, or
• leadership is comfortable with volatility that contradicts the integration narrative

Neither interpretation supports the company’s positioning as a diversified, disciplined platform.

The issue is compounded by management style.

Effective CFOs in complex organizations are not passive coordinators. They force clarity, resolve conflicts between segments, and actively develop leaders who can manage portfolio-level trade-offs. Here, leadership appears distant and conflict-avoidant. Hard questions linger unanswered. Exposure choices persist by default.

That combination—embracing volatility while avoiding confrontation—is dangerous in a company this complex.

Commercial trading can be a real advantage. But if it doesn’t visibly improve and smooth results, reduce dependence on refining swings, or produce superior risk-adjusted returns, it isn’t a differentiator—it’s just activity that comes at added expense.

A CFO doesn’t earn credibility by describing capability. They earn it by shaping outcomes.

Right now, Phillips 66 is getting more volatility than its strategy implies—and less leadership pressure than its complexity demands.

Look at the outage history. It won't be long.

https://www.bizjournals.com/boston/news/2026/01/20/waters-faces-stockholder-lawsuits-over-17-5-merger.html

Didn't hear about any cut in Jan and also given that had huge cut in 2025

I swear this place gets worse every day. It does not matter who you talk to, audit, risk, commercial, wealth or the random person in the kitchen the complaints and misery never end. The reasons are all over the place and true from everything I have seen and experienced. I hope they start fixing the culture. They won’t. They are not hiring when people leave. Makes you wonder if they want to be sold.

Seems like the layoffs in that group are minor compared to the rest of the risk org. Why?

I am curious. How many of you who survived the layoffs and still come to this page are witnessing catastrophic consequences to leadership decisions to eliminate departments, capabilities or expertise? How many of these have serious regulatory components or are millimeters away from causing harm to our branch teams?

For example, a department was eliminated in Enterprise Learning that updates all the online learning modules. We can’t seem to get courses fixed in the learning management system that branch teams need to gain access to their branch desktop or other important applications. I know several associates who have tried to raise this issue but their leaders don’t care because they have “more important fish to fry.”

In another important area, data governance was eliminated so that our AI is now fishing in a corrupt pond of data. But the push to use AI in the home office is intense.

Records and Information management has completely disappeared. There are no guard rails, well, anywhere. And the firm just hit an iceberg. At least, that’s what it feels like.

What are you seeing?

I have a feeling that everything will fall apart one fine day in the near future, seemingly without warning. You can't be averse to quality, race to be the cheapest, cut everything and do pretty much nothing else on your way to success, and still expect great results.

God knows how it will all play out, not only for our company. And let's face it, it won't make any difference for us lowly folks either way. The axe never stops swinging, and nobody will value your hard work or the risks you take anyway.

Any news on what’s happening in Fraud.

Oracle was focusing on being a stable firm. But most of responsibilities where around Oracle concepts like basic Java, Java EE and some opensource areas without much depth in technology or anything.
It doesn't shape the employees with challenges. It doesn't offer you a career trajectory. Doesn't makes you un-fireable (always keep you in fear). Your market value stagnates over years with 2% to 0% hikes.
It has made employees obsolete as the company is pivoting to different area.

I am truly sorry for anyone that lost their job yesterday, that really su-ks! But all of us that are still here it should be a wake up call, we are all replaceable and cannot depend on this company. With the metrics changes and daily changes and do it this way today and this way tomorrow, we’re all at risk. These off shore teams are making this job harder for the people that know what to do. But it’s cheap labor so who cares they are not giving out correct information. In the end they will have our jobs and there’s nothing we can do about it

Does the board face any legal risk given that they haven't acted in the best interest of the company?

VH had the good judgement to stay away from this Venezuelan investment opportunity. This country is riskier than Libya and Iraq.

https://www.radioworld.com/news-and-business/programming-and-sales/cumulus-scores-win-in-lawsuit-against-nielsen

I work on metaverse, is my job at risk ?

This is yet another scary action against longtime customers.

https://cloudinfra.blog/broadcom-vs-allstate-how-vmware-customers-became-legal-targets-and-why-delaying-an-exit-is-risky/

With the "ghost" BH team in AZ and lawsuits alone with major risk in BH across the board are we losing contracts and RIFs planned?

We are told at least 2x a week how BH is failing ..