Layoffs

“When people stop, stop hiring and start firing, we're going to find out who gets fired first. And if you don't have any, if you're not built up any kind of face time or any kind of social capital in your organization, you're, you, it's much easier for you to b…”

“You know, unfortunately there are going to be more and more layoffs as AI helps with productivity. At the same time, I think there's going to be a renaissance, the golden age of entrepreneurship, and people creating assets, products like this, one person busin…”

“I think within the next couple years, There'll be a real retrenchment in valuations in some will live up to valuations a lot. And like, if I look at the public markets, they're very tight right now. It's like the anti bubble. I look at private valuations. It's…”

“AI has led to some layoffs. But even though most of the ones we read, it's just a justification to do layoffs. It's just a reason to blame it on it.”

“The level of like, you know, I was completely wrong about everything, and now I'm going to fire half of you because I, of the mistakes I made will just cause you to hesitate in a way that could cost you the company itself.”

“Here's the layoffs. For any October Highest since 2003.”

“So yeah, we had to 50 people I think was our, was the layoff that we had to do.”

“See, this is this is why I don't think unemployment goes up or layoff goes, goes off, goes up because it's just, there's more to do.”

“And so we procrastinated and thought like it was going to go away and we were going to find funding. And so we started only putting people in sort of a one day a week less. So they got 20% less salary and one day a week less. And that was our initial, you know…”

“We're gonna see this trend accelerate. We're gonna see more and more layoffs of companies that are doing well, and the net headcount is not gonna go down. They're just gotta reskill people.”

“We've already started to see layoffs.”

“And one thing I really didn't want to do culturally for the team was for there to be multiple rounds of layoffs, so that people end up working from home, like, constantly looking over their shoulder, waiting for when the next round of layoffs are going to be. …”

“So I think we did have to do this across the company after the big way offs and you know, systems are leaner now and they can be worked on by fewer numbers of people.”

“I, in general, I would say letting people go is is probably better than reducing salary for everyone, right?”

“Even layoffs are simpler, because layoffs is like computation. Cut, and you're just in two or three weeks, and you continue your work. But fundraising, it's like, just like, it's each day you're getting no, no, no, no, no, no, no, no, and you're starting to lo…”

“It is that layoffs come from bad leadership and they are fucking coming because I think a lot of companies these days have pretty bad leaders and companies without good leaders will fail.”

“There's like all this lore and kind of stories get told, and so it's like, okay we're gonna do a layoff. We need to cut costs and we knew that we overhired, and we got sloppy shit all over the place. And so we're gonna do a layoff, and like, we don't want to d…”

“If you do any cut, then you've broken trust with the employees, so you've kind of created a cultural problem in the sense that Okay. I gave you a job. I told you this was going to be great. And then like, I let you go. So I broke a promise. I broke trust. Trus…”

“Universities rarely, you also have to understand almost never do layoffs. So they only get bigger.”

“The last one I'll say is that I do think AI layoffs will continue happening in earnest. Like, I think people will start to have layoffs because of the productivity structures of their workforces.”

“AI job loss is something that we're seeing from companies that are weak anyway. They're gonna have to do layoffs anyway. And they go to the market and they say, listen, we have to do these job cuts and we're replacing our employees with their, with AI. Oftenti…”

“A lot of valuations will still crash from here dramatically. And there's probably going to be huge layoffs going into Q one, Q two as well.”

“They're tough on all of us, and I really think as founders, we should do everything humanly possible to have no non-performance layoffs. I mean, we have recurring revenue. You should be able to predict the next quarter or two. You should be a little embarrasse…”

“We don't do layoffs because we don't wait until there is a, you know, huge headwind. We're always pruning the tree, so to speak, right? So we don't have to do it as some massive event that is super unsettling.”

“And in the context of a workplace, if there's layoffs or something like that, the first thing that goes in a knowledge organization is communication and transparency.”

“Layoffs don't really solve anything. They're just little, they're little snacks, right? They make little incremental changes, but layoffs don't create growth on their own, right?”

“Layoffs don't really solve anything. They're just little, they're little snacks, right? They make little incremental changes, but layoffs don't create growth on their own, right?”

“I know that's how I feel like personally is the biggest failures I've ever had. We're definitely having to let people go that I shouldn't have hired.”

“I would definitely say that if you're cutting, cut deep and do it only once. Multiple rounds of cutting or like just dribbling it out destroys morale and it also destroys credibility.”

“Even if it's handled incredibly poorly, the company ends up performing better. It just takes a little longer for people to recover who the state team to recover emotionally, but the worst case scenario, it's handled terribly. Within two months, the company wil…”

“I don't think there's going to be very many layoffs or issues and B to B companies because they're very well funded.”

“The biggest mistake that I've seen time and again that people make is not making the cuts, but basically cutting a bit at a time, and while that seems well, we'll see how it's going, and we'll cut five percent, and then three weeks later, you realize, ah, we o…”

“What I encouraged was to start from literally employee one. So I'm employee one, the CEO. I'm the first employee. Who else do I absolutely need? Okay. I need someone in finance. Okay. I need one person in marketing, whatever. So build up from the bottom instea…”